American entrepreneur and education philanthropist
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4 episodes with Reed Hastings
4 episodes with Reed Hastings
3 episodes with Reed Hastings
4 episodes with Reed Hastings
3 episodes with Reed Hastings
4 episodes with Reed Hastings
3 episodes with Reed Hastings
11 episodes with Reed Hastings
4 episodes with Reed Hastings
How do you build a high-performance culture without turning your company into the Hunger Games? Reed Hastings, co-founder and former CEO of Netflix, shares lessons from a career spent rewriting the rules—from severance as a management tool to “big-hearted champions who pick up the trash.” In this episode, he reveals how Netflix scaled trust, made bold bets before the data was in, and kept its edge by treating employees like adults—not assets. You'll hear how Hastings evaluates talent beyond the interview, the reason he avoids performance improvement plans, and what most leaders misunderstand about judgment, feedback, and innovation. You'll also hear why he placed a $100 million bet on House of Cards with no pilot, how Drive to Survive changed an entire sport, and why Squid Game caught even Netflix by surprise. Now focused on a new chapter—owning a ski mountain, reshaping education through AI tutors, and supporting charter schools—Hastings is still doing what he does best: building systems that scale culture, not just product. If you care about performance without politics—or culture without the clichés—this is a blueprint from one of the clearest thinkers in modern business. Approximate timestamps: Subject to variation due to dynamically inserted ads: (3:09) Powder Mountain, Skiing Industry, & Buying a Mountain (6:36) Setting Culture in an Organization (9:21) Hiring Process and Evaluating Candidates (14:24) Netflix's 2009 Slide Deck Release (16:26) Talent Density and Performance Culture (17:59) Loyalty and Team Building (19:56) Severance Packages (22:17) Process Vs. Innovation (24:21) Preventing Bureaucracy from Creeping In (25:46) Identifying and Nurturing Good Judgment (26:40) Transition from CEO to Board Member (27:37) Competitive Landscape of Online Streaming (29:18) Role of Netflix in Driving Industry Interest (31:25) Handling Controversy: The Dave Chappelle Case (33:59) Inclusiveness and DEI in the Workplace (35:10) Customer Satisfaction and Operating Income (36:06) Decision Making in Content Acquisition: House of Cards (37:28) Creating vs Buying Content (38:46) Data Collection and User Preferences (40:32) AI in Netflix and Personal Use (42:33) AI in Education (45:12) Charter Schools and Importance of Education (48:07) Charter Schools and Government Control (52:34) Misconceptions and Personal Projects (53:25) Admiration for Bill Gates (55:04) Work-Life Integration (56:59) Reflections on Career and Obsession (59:12) The Netflix Keeper Test (1:00:38) Learning from Past Experiences at Pure Software (1:02:27) Challenges and Regrets at Pure Software (1:03:38) Role of the Board in Founder-led Companies (1:04:49) Venture Capital Experiences and Insights (1:05:31) Defining Moments and Openness to New Experiences (1:06:14) First Product Excitement: The Foot Mouse (1:07:19) Definition of Success Thanks to our sponsors for supporting this episode: NORDVPN: To get the best discount off your NordVPN plan go to nordvpn.com/KNOWLEDGEPROJECT. Our link will also give you 4 extra months on the 2-year plan. There's no risk with Nord's 30 day money-back guarantee! MOMENTOUS: Head to https://www.livemomentous.com and use code KNOWLEDGEPROJECT for 35% off your first subscription. Newsletter - The Brain Food newsletter delivers actionable insights and thoughtful ideas every Sunday. It takes 5 minutes to read, and it's completely free. Learn more and sign up at fs.blog/newsletter Upgrade — If you want to hear my thoughts and reflections at the end of the episode, join our membership: fs.blog/membership and get your own private feed. Watch on YouTube: @tkppodcast Learn more about your ad choices. Visit megaphone.fm/adchoices
This week, Paul and Mesh start with a recap of the highest grossing Memorial Day Weekend for the U.S. movie business as Lilo and Stitch outperformed and MI:8 held its own. Next, they discuss the latest billion-dollar beauty sale as e.l.f has agreed to buy Hailey Beiber's Rhode skin care and cosmetics brand for up to one billion dollars ($1,000,000,000). Finally, Paul and Mesh provide their take on Reed Hastings, the legendary founder and former CEO of Netflix, joining the board of leading AI company, Anthropic, the maker of Claude, an LLM that has the potential to re-shape our economy. Learn more about your ad choices. Visit megaphone.fm/adchoices
¿Qué ocurre cuando los líderes de la IA predicen despidos masivos y, al mismo tiempo, surgen soluciones que mejoran la vida de médicos y pacientes? En este episodio 53, Lu y Frankie analizan una semana más tranquila en noticias, pero con temas que invitan a pensar en profundidad: empleo, ética, salud y cómo adaptarnos a un futuro que ya está en marcha.
Most founders add layers to gain control. Reed Hastings built an empire by removing them. This episode unpacks No Rules Rules—the leadership playbook behind Netflix's rise from a DVD mail service to a global entertainment powerhouse. Co-authored by founder Reed Hastings and INSEAD professor Erin Meyer, the book reveals how to scale not through policy, but through trust, talent density, and extreme transparency. But this isn't just about Netflix. It's about you—if you're building or investing in companies between Series A and IPO, where culture either compounds performance or quietly kills it. I walk you through 7 operational principles that deep-tech teams can apply now—lessons forged in crisis, growth, and reinvention. You'll learn how to sunshine mistakes, pay like a pirate, and lead without becoming a bottleneck. Each principle is translated into coaching prompts, ready to implement this week. Key Takeaways: Culture Outruns Capital: Don't optimize the engine—reinvent the vehicle.Pro Team > Family: Loyalty is earned through excellence, not tenure.Candor Drives Speed: Build feedback loops that fuel progress.Pay Top of Market: Buy peace of mind. Unlock creative flow.Bet Boldly: Seek dissent. Test. Learn. Repeat.Context Beats Control: Share the why. Let them own the how.Transparency = Trust: Open up, even when it's uncomfortable.Timestamps: (00:00) Intro – Why Netflix Scaled Faster by Removing Rules, Not Adding Them (04:30) Who Is Reed Hastings? – From Math Teacher to Global Disruptor (09:13) Book Snapshot – What Makes No Rules Rules a Real Operating System (11:35) Lesson 1: Culture Outruns Capital – How Netflix Survived 4 Disruptions, Blockbuster Didn't Survive One (17:25) Lesson 2: Build a Pro Team, Not a Family – Talent Density Over Loyalty (22:48) Lesson 3: Radical Candor = Speed – The Feedback Model That Fuels Innovation (27:34) Lesson 4: Pay Like a Pirate – Why Netflix Pays Top of Market—No Games, Just Outcomes (32:20) Lesson 5: Bet Bold, Fail Proudly – The 4-Step Innovation Cycle That Keeps Netflix Ahead (39:12) Lesson 6: Lead with Context, Not Control – Scaling Leadership Without Becoming a Bottleneck (43:28) Lesson 7: Transparency Builds Velocity – How Truth-Telling Became Netflix's Superpower (48:15) 7 Key Takeaways – The Culture Playbook Every Growth-Stage Founder Needs (50:15) Personal Reflection – What I Questioned, What I'll Steal, What Gave Me Pause (52:00) Call to Action + What's Next – Support the Show + Tease of the Next Episode Why Listen: Learn how Netflix scaled without micromanagementGet 7 principles that push your org design, talent strategy, and leadership edgeDiscover where you're still playing defense—when your culture should be your offenseUpgrade your leadership thinking with real examples and immediate applicationsFound this useful? Like, share, and follow. Every signal grows the show—and brings in more elite guests ready to share the truths behind high-growth success. Send us a textSupport the showJoin the Podcast Newsletter: Link
In this week's “we told you so” edition, we kick things off with the latest AI faceplant—go ahead, Google “Is it 2025?” and try not to spit coffee on your keyboard. Meanwhile, over at Meta, Zuckerberg's brilliant idea to loosen content moderation has, shocker, led to more harassment and violent content. Elsewhere in tech dystopia: Texas is trying to ground all minors off social media, Germany wants to slap a 10% tax on Silicon Valley, and Anthropic is handing out free search powers and a board seat to Netflix's Reed Hastings. Because nothing says “trusted AI governance” like a guy who greenlit Love Is Blind.But wait, crypto bros are having their own John Wick arc: a luxury townhouse, a missing wallet, and possibly an NYPD detective tangled in a real-life “crypto millionaire torture” flick. As if that isn't enough, Trump Media is fundraising to buy $2.5B in Bitcoin—and DJT stock promptly nosedived. Also feuding this week: Marjorie Taylor Greene vs. Grok, because nothing screams Christian values like rageposting at Elon's AI. And speaking of Elon, he's now in bed with Telegram to the tune of $300 million, which we're sure won't be a disinformation factory.MEDIA CANDY is stacked: from the Murderbot diaries to a My Dinner with Andre rewatch, and yes, the Wheel of Time got axed after 3 seasons. Apps? Opera Neon is a UI fever dream, Starling Home Hub adds more smarts to your house, and WhatsApp finally arrives on iPad—welcome to 2016. In THE DARK SIDE, Dave Bittner brings the latest digital dirt, including the CIA's bonkers Star Wars fan site op. And if you're hitting the library, grab The AI Con or something more romantic—like Love, Sex and the Alien Apocalypse. Just be careful if you read that on public transit.Sponsors:DeleteMe - Head over to JoinDeleteMe.com/GOG and use the code "GOG" for 20% off.Private Internet Access - Go to GOG.Show/vpn and sign up today. For a limited time only, you can get OUR favorite VPN for as little as $2.03 a month.SetApp - With a single monthly subscription you get 240+ apps for your Mac. Go to SetApp and get started today!!!1Password - Get a great deal on the only password manager recommended by Grumpy Old Geeks! gog.show/1passwordShow notes at https://gog.show/699FOLLOW UPDon't Google "Is it 2025?" unless you want to laugh at the state of AIIN THE NEWSFacebook sees rise in violent content and harassment after policy changesWhat we know about the NYC crypto kidnapping and torture caseManhattan Crypto Kidnapping and Torture Case: What We KnowNYPD detective on Adams' security detail may be tied to crypto millionaire torture case: SourcesJudge denies bail to crypto investor charged with kidnapping and torturing man in posh NYC townhouseTrump Media Raises Money to Buy $2.5 Billion in BitcoinTrump administration ramps up push as crypto allyDJT shares drop after Trump Media announces bitcoin raise - CNBCTexas is getting ready to ban social media for anyone under 18Texas enacts age-verification law for app storesGermany is considering a 10 percent digital service tax on US tech giantsEU regulators are investigating Pornhub and three other sitesAnthropic brings web search to free Claude usersReed Hastings appointed to Anthropic's board of directorsAnthropic appoints Netflix Chairman Reed Hastings to board - CNBCNetflix co-founder Reed Hastings joins Anthropic's board | TechCrunchRFK Jr.'s ‘Make America Healthy Again' Report Cites Fake StudiesMarjorie Taylor Greene feuds with AI bot over her Christian credTelegram CEO announces $300 million partnership with Elon Musk's xAI and GrokMEDIA CANDYMurderbotLong Way HomeLilo and StitchMartha‘The Wheel Of Time' Canceled By Prime Video After 3 SeasonsBilly Joel Cancels Concerts Due to Brain DisorderMy Dinner with AndreGrumpy Old Geeks Information on RocketReachSchmactors with James Marsters, Mark Devine, and Jason DeFillippoAPPS & DOODADSOpera NeonApple Reportedly Says ‘Screw It' and Jumps From iOS 19 to iOS 26Starling Home HubWhatsApp finally launches an official version for iPadsAT THE LIBRARYThe Essential Terry PratchettGood Omens TV Companion MisprintThe AI Con: How to Fight Big Tech's Hype and Create the Future We Want By: Emily M. Bender, Alex HannaLove, Sex and the Alien Apocalypse (First Contact) by Peter CawdronTHE DARK SIDE WITH DAVEDave BittnerThe CyberWireHacking HumansCaveatControl LoopOnly Malware in the BuildingThe CIA Secretly Ran a Star Wars Fan SiteLIVE: Kermit the Frog gives commencement speech at University of MarylandBilly Joel - I've Loved These Days (Audio)See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
Apple may be rebranding iOS ‘26 and all operating systems to match the year, Sky AI app on Mac shows what Apple Intelligence could've been, the notifications we allow through, and do we need AI browsers?Bonus Episode: What notifications do we allow? Listen here!Show Notes via EmailSign up to get exactly one email per week from the Primary Tech guys with the full episode show notes for your perusal. Click here to subscribe.Watch on YouTube!Subscribe and watch our weekly episodes plus bonus clips at: https://youtu.be/PQeOnSYs-x4Join the CommunityDiscuss new episodes, start your own conversation, and join the Primary Tech community here: social.primarytech.fmSupport the showGet ad-free versions of the show plus exclusive bonus episodes every week! Subscribe directly in Apple Podcasts or here if you want chapters: primarytech.memberful.com/joinReach out:Stephen's YouTube Channel@stephenrobles on ThreadsStephen on BlueskyStephen on Mastodon@stephenrobles on XJason's Inc.com Articles@jasonaten on Threads@JasonAten on XJason on BlueskyJason on MastodonWe would also appreciate a 5-star rating and review in Apple Podcasts and SpotifyPodcast artwork with help from Basic Apple Guy.Those interested in sponsoring the show can reach out to us at: podcast@primarytech.fmLinks from the showiOS 26, macOS 26, watchOS 26, iPadOS 26: Apple to Rebrand Device Software - BloombergFrom the Creators of Shortcuts, Sky Extends AI Integration and Automation to Your Entire Mac - MacStoriesHi, Sky - YouTubeWhatsApp launches official iPad app, now available on App Store - 9to5MacApple acquires videogame studio behind hit Arcade title Sneaky Sasquatch - 9to5MacApple Working on Studio Display 2: Here's What the Latest Rumors Say - MacRumorsThe App Store prevented more than $9 billion in fraudulent transactions - AppleApple's App Store still in violation of DMA, has 30 days to comply - 9to5MacTrump Tariffs Blocked by U.S. Court of International Trade - The New York TimesNetflix co-founder Reed Hastings joins Anthropic's board of directors | The VergeDia from The Browser CompanyApple's DIY repair program now covers iPads | The VergeNvidia (NVDA) earnings report Q1 2026 (00:00) - Intro (01:11) - OpenAI Hardware Prediction (13:05) - iOS 19 vs iOS '26 (19:45) - Sky AI App for Mac (25:37) - WhatsApp iPad App (27:56) - Apple X Sneaky Sasquatch Team (30:15) - Studio Display 2 (31:50) - App Store Fighting Fraud (36:57) - Tariff Flip-Flopping (39:28) - Netflix Co-Founder to Anthropic (42:14) - Future of AI Browsers (44:20) - Apple's Missed AI Moment (48:15) - Self-Service iPad Repair (54:52) - Nvidia Printing Money (56:23) - The Notifications We Allow ★ Support this podcast ★
En este episodio de re:INVÉNTATE, exploramos una de las habilidades más poderosas y peor entendidas del liderazgo moderno: el storytelling de liderazgo.¿Crees que liderar es dar órdenes claras y datos precisos? ¿Piensas que las historias son para el marketing, no para liderar equipos? La realidad es que el 95% de las decisiones ejecutivas se toman por historias, no por datos, y los líderes que no dominan esta habilidad están condenados a ser managers olvidables.Pero no hablamos de contar cuentos bonitos o manipular emociones. Hablamos de **conectar auténticamente** a través de narrativas que mueven equipos, transforman culturas y construyen movimientos.En este episodio aprenderás:✅ Por qué Satya Nadella transformó Microsoft con una historia personal, no con una reestructuración.✅ Las 4 dimensiones del Storytelling de Liderazgo: Vulnerabilidad Estratégica, Estructura Magnética, Detalles Cinematográficos y Transformación Colectiva.✅ Cómo Steve Jobs, Reed Hastings y otros líderes icónicos usaron historias para mover millones (de personas y dólares).✅ Un plan específico de 7 días para empezar a liderar con historias desde mañana mismo.Si quieres dejar de ser un manager que da instrucciones y convertirte en un líder que inspira acción genuina, este episodio es para ti.Déjanos ⭐️⭐️⭐️⭐️⭐️ para ayudarnos a llegar a más personas con este contenido transformador: re:INVÉNTATE en Spotify y Apple Podcasts.¿Tienes preguntas o quieres compartir tus progresos en el desarrollo de este PowerSkill? Etiquétame en Instagram (@librosparaemprendedores) en una stories o deja tus comentarios y opiniones sobre este episodio.✨ ¡Hoy comienza tu re:Invención!
Articolo completo: https://tech360.media/digitalizzare-il-lusso-senza-tradirlo-come-bartorelli-ha-integrato-ecommerce-brand-heritage-e-customer-experience-umana-digital-champions-9-con-davide-donati/E-commerce nel Lusso: tra Artigianalità e Intelligenza Artificiale.Nel mondo dell'alta gioielleria, digitalizzare non significa solo vendere online. Significa trasformare l'esperienza del cliente senza snaturare il valore del brand.In questa puntata della rubrica Digital Champions, Manuel Arlotti intervista Davide Donati, Head of Marketing del Gruppo Bartorelli Gioiellerie 1882, per scoprire come si innova nel luxury retail.Scoprirai perché Bartorelli ha scelto di sviluppare piattaforme digitali proprietarie, come gestisce la fiducia dei clienti in acquisti da migliaia di euro, e quali sono i prossimi trend tra customer care umano, iperpersonalizzazione e app di ecosistema.Capitoli e Punti di Discussione00:00 – Introduzione all'episodio e presentazione ospite01:28 – Chi è Bartorelli: 140 anni di storia nel lusso03:40 – Le origini della digitalizzazione e il ruolo di Marco Bartorelli06:20 – Perché sviluppare un eCommerce in-house nel settore lusso09:15 – Le sfide di vendere online prodotti legati a momenti di vita importanti12:03 – Lavorare in tandem tra boutique fisiche ed eCommerce14:50 – Come il digitale rafforza il trust del brand17:30 – AI: dove ha senso usarla davvero (e dove no)20:12 – Progetto App: ecosistema di servizi ad alto valore22:25 – Il futuro dell'iperpersonalizzazione nel luxury eCommerce24:10 – Un consiglio alle aziende storiche che si stanno digitalizzando25:15 – Libri consigliati da Davide DonatiRisorse citate nell'episodio- L'unica regola è che non ci sono regole – Reed Hastings, Erin Meyer- Competing in the Age of AI – Marco Iansiti, Karim R. Lakhani
I wasn't sure I'd be able to finish the Jake Tapper/Alex Thompson book, Original Sin. I downloaded the audiobook, narrated by Tapper, to listen to as I drive across the country from California to Ohio to see my daughter for her birthday. Out my window, I see the same running commentary of the real America I witnessed years ago, which changed my mind about Trump and MAGA. When you see Trump's name arising in unexpected places in nearly every state, from Arizona (“Viva Trump”) to Nebraska to Iowa to New York, you know something significant has shifted in this country.It felt like a secret cry for help among forgotten and abandoned Americans. I see it even now:I was not encouraged by the book's first chapter, which describes a world where the Democratic Party isn't corrupt, where they don't hand-pick candidates and then force everyone to “Vote Blue No Matter Who,” where identity politics don't rule the day, and where the democratic process is allowed to play out. What a load of garbage. To quote Deep Throat in All the President's Men, “Oh, but it's touching.” Just imagine Gavin Newsom attempting to challenge Kamala Harris. She might be the world's worst candidate, but all points lead back to her; you have to start there, whether they had a primary or not. They knew that, which is why they skipped the foreplay and went straight to a first-ever installed candidate for president. So I didn't think listening to an entire audiobook shaped by a false premise and awash in false media narratives would be a good use of my time. Maybe I'd listen to, I don't know, the new Mark Twain biography.As Victor Davis Hanson points out, Jake Tapper is an unreliable narrator because there would be no Biden cover-up if the media had done its job:Had Original Sin been written by Tom Wolfe, Gore Vidal, or even Walter Kirn and Matt Taibbi, it would have been the searing indictment of a deep state plot foiled by Mr. McGoo, told with bemused irony. But it is dead serious, for better or worse.But I must say, in the end, I'm glad I stuck with it. It might not be the definitive account of the rise and fall of a once-mighty empire I would have wanted, but it is a surprisingly revealing look behind the curtain all the same.Could it really be that Jeffrey Katzenberg and Steven Spielberg were brought in to “direct” Joe Biden with better light, sound, and acting coaching? Yes. Could it be that Rob Reiner and Jane Fonda broke down in hysterics at some mansion in the Hollywood Hills after the debate? Yes. If the aim was to scapegoat Joe Biden, they failed. He comes off as the most sympathetic, a victim of a massive machine of creeps that chewed him up and spit him out. Do they legitimately believe we would sympathize with some fat cat in Hollywood who threatens never to write another check unless they push Biden out? We're supposed to care about what the donors think? Tapper seems to have emerged from the grim experience with a bit of a perspective shift. At least now, he's able to talk about the problems the Democrats have in a way he hasn't in the past ten years. The value of Original Sin, at least for someone like me who fled the party in disgust in 2020 after watching them use their power to take our elections away from the people and decide their outcome, isn't so much that there are any new revelations. But it's a book written from the inside, with access to over 200 voices anxious to be heard. That meant following the events as they unfolded in real time, and let me tell you, there is pleasure in that. I found it cathartic, not just because the Democrats had it coming, and got everything they deserved, but for the sheer joy of witnessing the most most powerful people in the world have their asses handed to them by the very democracy they claimed they wanted to protect. That George Clooney, Steven Spielberg, and Jeffrey Katzenberg were so heavily involved in the politics of the Democrats makes it all look like the Wizard of Oz, pulling back the curtain and exposing the ugly truth. Hollywood might make this into a series for HBO or Netflix, but since the co-founder and chairman of Netflix, Reed Hastings, was one of the fat cats who threatened to withhold funds unless the Democrats got rid of Biden, I'm guessing we won't get the whole story. But if they wanted to tell it like it really happened, it would make one hell of a tale.The Story That Writes ItselfHollywood doesn't have the guts to tell the whole story. They can't because they're part of it. They're way too cozy with the Democrats, and if they really wanted to tell the truth, they'd have to admit, as with Michael Corleone, they are part of the same hypocrisy. At best, they could cobble together something that paints Trump as the ultimate evil that vain and selfish Joe and Jill Biden allowed to take back power. The real story is how they built a powerful coalition and had no choice but to turn to corruption to preserve that power. This would make a great long-form series.Episode One—The “hope and change” candidate lights up the world and chooses an “old white guy” to be his Veep, just as JFK did with LBJ, a cynical ploy to make his youth and inexperience (and, in this case, skin color) more palatable for a nervous electorate. Episode Two - The “hope and change” guy doesn't like the “old white guy” as the successor of his powerful coalition, which now includes all of culture, all corporations, all institutions, all media, and all social media. Why go backwards? The “old white guy” with a stutter who just lost his beloved son to brain cancer was no longer useful to the “hope and change” guy. No one thinks much of it as he's kicked to the curb and embarrassed as not electable enough, not desirable enough, and past his sell-by date. So, the “hope and change” guy picks the “Wall Street Sweetheart,” the former First Lady and Secretary of State, to become the “first woman POTUS.” With the help of a grassroots populist movement and an “Old Socialist” challenging the “Wall Street Sweetheart,” the party is fractured, and Trump wins. Episode Three - The establishment and the Obama coalition decide that Trump should not be allowed to rule, forget democracy! Who needs it? No “old white guy” was supposed to win, least of all that guy. Millions pour into the streets in an orgy of self pity, imagined oppression, fragility, privilege and narcissism — mass hysteria takes hold, cancel culture grips the left. Hundreds lose their jobs as they desperately try to undo the election results and get rid of Trump. They impeach him, they frame him, they smear him, they attack him. The OG “old white guy” waiting in the wings isn't looking so bad. An easy, lateral move. An establishment pick. One “old white guy” for another.Episode Four - 2020 is its own whole episode. It has to be. It was the year the Democrats sold their souls to the Devil to cling to power. They spent $1 billion with a “well-funded cabal” of elites to fund and amplify the racial protests, change election laws, $400 million to collect ballots, and trot in experts to lie about everything from the laptop to COVID to the protests. They censored Americans on social media, and the FBI forced censorship of the laptop. The country sinks. Media credibility is destroyed. Large swaths of the electorate abandon the Democrats. But the “old white guy” wins. So finally, he gets his dream at long last, to be president of the United States. Episode Five - The “old white guy” is finally the savior he always dreamed he'd be. He became a blank check for Black Americans, trans Americans, and especially women of color. He would finish what the “hope and change” guy started. Are we topless at the White House?But the “old white guy” bungles the withdrawal from Afghanistan, and his approval ratings tank. Americans don't see a nice old grandpa anymore. They see George Spahn, who just moved the Manson Family into the White House, and now they're running the country.Now what? He goes after Trump and MAGA, calling them fascists, extremists, and a danger to society. If the “old white guy” can't have the presidency, then no one will.The “old white guy” isn't so nice anymore. Trump is indicted four times, convicted, and takes a mug shot that goes viral. They've sold their soul to the Devil, after all, they're not going to give up power so easily. Episode Six - The final battle. Trump teases and torments the “old white guy” and forces him to debate. Trump mocks him mercilessly at his rallies for not knowing where he is. For Trump, beating him will be a cake walk for anyone not sucked into the false reality pushed by the legacy media.Trump and Biden debate rematch. The “old white guy” crashes and burns so hard it nearly sets Rob Reiner's hair on fire. “He just lost the election,” Dana Bash scribbles on a note to Jake Tapper. What now for the empire that was never the resistance?Trump survives an assassination attempt at Butler the following month. His entire campaign is transformed. Elon Musk joins his dream team. This was our last best hope for America. We wanted out. We wanted something new. We wanted to be set free:But inside the Bubble, it's Original Sin. It's denial. It's a legacy press that lies to the monarchs, lies to their voters, sending them cascading into yet more hysteria. Please make the bad orange man go away! For the sake of democracy! Please give us our utopia back! Jane Fonda, Steven Spielberg, Jimmy Kimmel, Stephen Colbert, David Simon, Jon Stewart, Bruce Springsteen, Neil Young, and Rob Reiner are losing their minds. It's a dystopia full of aging, frustrated aristocrats who can't keep democracy down. We're about to lose our democracy, they cry. Biden will lose us our democracy, they insist. How can this be happening? Get rid of the “old white guy.” GET RID OF HIM! For the sake of democracy! “We need a new nominee,” says George Clooney. Who's we? What happened to democracy? Now, the duly elected nominee, aka “the old white guy,” must step aside to save democracy? Yes, that is where the Democrats arrived in their pitiful last gasp to salvage and preserve their power. They cynically install the “woman of color” because they know all points lead to Kamala Harris. Their flock will fall in line as they always have. Push him out, push the “old white guy” out in a palace coup worthy of a fading, useless, self-serving monarchy on the brink of collapse. Trump wins again. We see the “old white guy” grinning in the oval office and having the last laugh. They used him. They lied to him. They flattered him. Then, they kicked him out, all because they were exposed and couldn't hide the truth anymore.As the scene fades to black, we see a close-up on Jake Tapper lying in bed, working it all out. Holy s**t, he thinks. Someone has to tell this story. He picks up the phone, “Alex? Hi, it's Jake. I was wondering if we might talk.” I mean, come on. It's Ishtar Part Two. It writes itself.Do I think you should read Original Sin? Absolutely. It might not be the whole truth. It might be spin for the Democrats to regroup and recover. It might be reputation laundering for the media. But for me, it was an early Christmas present, if only for the delicious pleasure of watching them squirm as their corrupt plot to cling to power unravels. I can't think of anything more satisfying than that. Original Sin proves two things: the Democrats are creeps and they got exactly what they deserved.Somewhere in Iowa, 8pm.// This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit sashastone.substack.com/subscribe
Are you empowering others or unleashing agency? In this episode, Judith Katz and Fred Miller join Kevin to discuss the role of agency in the workplace. While autonomy and authority are often topics of discussion, agency — the ability for all individuals, regardless of their role or tenure, to possess power, influence, and a voice — is crucial for high-performance organizations. They explain how organizational cultures often "smother" this natural agency through excessive rules, approvals, and "checkers checking checkers," which leads to the slow implementation of even the best strategies. Judith and Fred highlight that organizations need to transition from control-based leadership to trust-based leadership. Listen For 00:08 Autonomy, Authority, and Agency Introduction 00:40 Join Future Episodes Live + Book Promo 01:31 Introducing Judith Katz and Fred Miller 02:15 Background of the Guests and Their Work 02:58 Focus on Their Book: The Power of Agency 03:43 Fred's Journey to Writing the Book 05:22 Constraints in Organizations Today 06:15 Speed vs. Bureaucracy and Motivation for the Book 07:03 Judith on Why the Book Matters Now 08:08 Uncovering Ideas and Talent in the Workplace 08:38 Defining Agency 10:02 Who Should Have Agency in Organizations 10:26 Agency vs. Empowerment 11:34 The Natural State of Human Agency 12:16 Smothering vs. Unleashing Agency 12:43 Empowerment as Bestowing vs. Agency as Unleashing 13:42 Is the Trend Toward or Away from Agency? 15:16 Organizational Culture Post-COVID 16:14 Importance of Being Physically Together Sometimes 17:21 Human Connection and In-Person Insights 18:17 Discretionary Energy Drives Great Organizations 18:53 Skills Needed for Practicing Agency 19:55 Trust, Experimentation, and Continuous Improvement 21:13 Ownership and Decision-Making in Action 22:16 Fear of Going Big in Organizational Culture 23:05 Leadership and Facilitation for Voice 24:14 Mindset Shift Needed for Agency 25:05 Fear, Control, and Trust in Talent 26:29 Talent Retention Through Agency 27:17 Disengagement and Side Gigs 28:03 Saying Yes as a Leadership Strategy 29:07 The Core of Agency in Action 29:34 What the Guests Do for Fun 30:41 What They're Reading Now 32:09 Where to Find the Book and Connect 33:39 Final Thoughts and Call to Action This Episode is brought to you by... Flexible Leadership is every leader's guide to greater success in a world of increasing complexity and chaos. Book Recommendations The Power of Agency by Frederick A. Miller and Judith H. Katz No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings and Erin Meyer The Covenant of Water by Abraham Verghese Like this? Understanding Employee Engagement with Jacqueline Throop-Robinson Creating a Culture of Reinvention - Lessons from Netflix with Erin Meyer A Practical Guide for Building Engagement with Brian Hartzer
★ Unterstützt den Podcast via Patreon und erhaltet exklusive Bonusfolgen ★---Holt euch das Buch: Keine Regeln: Warum Netflix so erfolgreich ist | Der Chef des Streaming-Dienstes über Unternehmenskultur, Controlling, Kreativität, Verantwortung und Spitzengehälter Zweifelsohne kann man zu Netflix sagen, dass es eine ganze Industrie verändert. In seinem Buch Keine Regeln: Warum Netflix so erfolgreich ist zeigt der Netflix CEO Reed Hastings zusammen mit seiner Co-Autorin Reed Hastings einen Schritt für Schritt Prozess, mit welchem die von hoher Selbstverantwortung und Kreativität durchzogene Arbeitskultur aufgebaut werden kann.Neben der Voraussetzung einer rigorosen Feedback-Kultur geht Reed auch darauf ein, wie man seine Mitarbeiter als die erwachsenen Menschen behandelt, die Sie sind und wieso es nicht sinnvoll ist, Urlaubstage genauestens zu überwachen.- Panopticon: Gefängnis mit Turm---Die wichtigsten Schritte, um eine Arbeitskultur wie Netflix aufzubauen [1/3]Hohe Talent dichte: Es zählt nicht die absolute Anzahl an Mitarbeiter, sondern dass ihre eine hohe Quote von sehr talentierten Mitarbeitern habt. A-Player arbeiten am liebsten zusammen mit anderen A-Playern.Hierarchiefreie Feedback-Kultur: Nur wenn alle Mitarbeiterinnen sich über verschiedenste Hierarchien hinweg ehrliches Feedback geben, können Fehler verhindert werden und jedes Individuum blüht, kann sich weiterentwickelnKeine künstlichen Kontrollmechanismen: Behandelt eure Mitarbeiter wie Erwachsene und erlaubt ihnen Freiheiten. Unbegrenzter Urlaub und eine niedrigschwellige Ausgabenpolitik sind ein guter Anfang.---Wie ihr eure besten Mitarbeiter behaltet und erfolgreich wie Netflix sein könnt [2/3]Top Gehälter: Gute Leute kosten Geld und wissen genau, was sie wert sind. Es ist eure Aufgabe als Arbeitgeber zu wissen, wenn diese Mitarbeiter in einer anderen Firma mehr verdienen könnten. Passt ihr Gehalt regelmäßig an ihren Marktwert an, um sie nicht wegen ein paar tausend Euro im Jahr zu verlieren.Keine Geheimnisse: Öffnet die Bücher, verbannt abgeschlossene Aktenschränken und hört auf euren Mitarbeitern Informationen vorzuenthalten. Wir gehen davon aus, dass ihr ein Top-Team habt, nutzt es, indem ihr allen die Möglichkeit gebt die große Vision der Firma zu sehen und auch wo die Firma aktuell steht. Netflix zeigt: Das geht selbst bei Börsen gehandelten Unternehmen.Keine Entscheidungsketten: Ihr habt eure Mitarbeiter aus einem Grund angestellt: Sie sind die Expertinnen in ihrem Feld. Nicht ihr als unwissende Manager solltet die Entscheidungen treffen, sondern eure teuer bezahlte Expertin.---Nutzt die Prozesse von Netflix für eine kontinuierliche Verbesserung eurer Unternehmenskultur [3/3]Keeper Test: Stellt euch immer wieder die Frage "Wenn diese Mitarbeiterin mir sagen würde, dass sie die Firma verlässt, wie hart würde ich dafür kämpfen, dass sie bleibt?". Solltet ihr bei einem "garnicht" landen, ist es Zeit, die Mitarbeiterin zu feuern.Feedbackkreis: In regelmäßigen Abständen solltet ihr eine formale Möglichkeit schaffen, in der alle Mitarbeiter in einem Team sich gegenseitig ehrliches Feedback geben, um sich als Personen weiterzuentwickeln. Das Feedback kann weh tun, aber euere Mitarbeit sind erwachsen und können damit umgehen.Führen durch Kontext, nicht Kontrolle: Ihr habt Experten als Mitarbeiter, ihr müsst ihnen nicht ins kleinste Detail sagen, was sie zu tun haben. Gebt Kontext wohin sich die Firma/Abteilung hinentwickeln soll und lasst dann eure Mitarbeit selbst die besten Lösungen finden, um zu dem übergeordneten Ziel zu kommen.---Schwarz auf Weiß Rating:Quellen Dichte F 1/5 & S 1/5Verständlichkeit F 5/5 & S 5/5Umsetzbarkeit F 2/5 & S 4/5Würde ich weiterempfehlen? F Ja & S Ja---Feedback, Wünsche und Beschimpfungen könnt ihr uns per Email schicken: feedback@swpodcast.deDu willst mehr lesen und dich mit Gleichgesinnten austauschen? Dann komm in unseren SW Podcast Buchclub Hosted on Acast. See acast.com/privacy for more information.
What does it really take to build an urgent, bold, uncompromising life? In this unfiltered conversation, Bozoma Saint John—former marketing executive at Apple, Pepsi, Uber, Netflix, and Endeavor, and now founder of Eve—shares the hard-earned lessons in life, love, and career. From working with Spike Lee to making the career-defining call that helped launch Beyoncé's solo superstardom, Bozoma opens up about the tough decisions, defining moments, and the mindset shifts that changed everything. In this personal episode, Boz shares: The cost of ambition—and why some sacrifices are unavoidable. Why chutzpah and naivete might be the secret formula for success. How to balance urgency and patience when building a meaningful career. The power of saying no and setting boundaries that protect your vision. Navigating grief, reinvention, and major life pivots—from marriage and loss to career shifts. The moment that changed Beyoncé's career—and how it applies to you. Why being an outsider can be your biggest advantage. What it was like working alongside Spike Lee, Jimmy Iovine, Ari Emanuel, and Reed Hastings. Why she built her company, Eve, in Ghana instead of following the traditional playbook. Her unfiltered take on mentorship, money, and living without regrets. This episode is about making bold choices, owning your power, and refusing to play by anyone else's rules. If you've ever questioned whether success is worth the sacrifice—or wondered how to build a career and life that's fully yours—this conversation will change the way you think.Press play. You won't forget it. Follow Bozoma here. Sign up for the Badass Workshop in your city here. Buy Eve by Boz hair here.
Michael Bloomberg ranks as the top philanthropist in the U.S. for 2024, donating $3.7 billion to support various causes including the arts, education, public health, and city improvement. This donation marks Bloomberg's second consecutive year leading the Philanthropy 50 list. His philanthropic organization, Bloomberg Philanthropies, contributed notably with a $1 billion grant to Johns Hopkins University for medical education costs. Other major donors in 2024 include Reed Hastings and Patty Quillin, Michael and Susan Dell, Warren Buffett, Mark Zuckerberg and Priscilla Chan, and Ruth Gottesman, each donating $1 billion or more, focusing primarily on scientific research and education. Gottesman's donation aimed to make the Albert Einstein College of Medicine tuition-free. Overall, the top 50 philanthropists contributed a collective $16.2 billion, with a median donation of $100 million. Significant contributions include Thomas Golisano's $500 million to support individuals with disabilities and K. Lisa Yang's $74.5 million towards MIT and Cornell University. The Philanthropy 50 has been published for 25 years, with Warren Buffett noted as the largest individual donor at $49.4 billion. Learn more on this news visit us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.
(0:00) Intro(1:15) About the podcast sponsor: The American College of Governance Counsel(2:02) Start of interview(2:48) Jorge's origin story(6:03) His executive career in Silicon Valley (including computer and semiconductor industries)(9:00) On his board experience (he has served in ~20 boards)(11:32) Distinctions between serving on different types of boards (public/private/non-profits/etc). On non-profits: "the board is really there for what they call the 3 W's: wisdom, work, or wealth."(12:55) On startup governance.(19:24) On the backlash on ESG/DEI and his book Differences that Make a Difference (2019). "I think the companies that embarked on DEI programs for the sake of checking a box or purely for the sake of compliance are the ones that need to change or got in trouble."(28:49) Differences between CEO coaching and board membership. "Most engineers need to get way better at EQ. When you get into leadership, it's a lot more about influence than being right."(31:26) On founder-led companies and governance.(37:00) On the impact of AI on business and boards. *Reference to E162 with Nora Denzel on NACD's BRC on tech in the boardroom.(44:30) On trend of AI companies incorporating as PBCs.(46:55) Books that have greatly influenced his life:Good to great by Jim Collins (2001)Crossing the Chasm, by Geoffrey Moore (1991)The Hard Thing About Hard Things, by Ben Horowitz (2014)Philosophy: Buddhism(48:42) His mentors: parents, Russell Redenbaugh, and his karate instructor.(51:44) Quotes that he thinks of often or lives his life by. (52:37) An unusual habit or an absurd thing that he loves. Sports examples and analogies with business world.(54:38) On the impact of work from home. "Trust has gone from imperative to imperiled"(58:00) The living person he most admires: Reed Hastings. *Reference to Netflix board case studyJorge Titinger is the founder and CEO of Titinger Consulting, a boutique consulting firm focused on strategy development, the cultural aspects of M&A, corporate transformations and leadership coaching. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License
InspirationSnow.Mentors: Tom Caulfield. Tim Archer. Reed Hastings. Chuck Landers and Jack Wilborn. Golf: Girl attached by Shark. No arm and leg, now golfing. Lulu Gibbins Joins Justin Thomas and Ricky Fowler. Tom Brady on attitude. Focus on “you” not “others”. Back to the office per Jamie Dimon. MarketsS&P500: Reached all time high again today. Up 25% in 1 yr. 95% 3 yrs (so 2x your money). Hims!!! $60. Up 150% YTD. What!!?? Netflix. New high $1057. $450b mkt capMeta: new high today at $740. $1.8t mkt capUp every day for 20 straight days!! MIght be a record. Palantir: new high today. $120OtherBridgeloan Financing. 401k quick education. $23,500 pre-tax. Then After-tax. Invest in 529's. DogeOld video from Bill Clinton and Barack on government inefficiency. Why important. Deficit spending causes inflation! Elon explaining. Doge Website: Will stop making pennies. Costs nearly $0.04 to make. Antonio Gracias on how Treasury does not reconcile payments (3-way match).Our government Needs to pass audits!! David Sacks on “Getting Paid”. Funding from USAID.Elon on Treasury payments. $50b estimated fraud. No SS#'s. Elon Musk says that there is a literal limestone mine where they store all the US Government's retirement paperwork built in 1950 that they need to go up and down every time they want to retire someone from Federal Government. Autonomous Driving BYD has unveiled an advanced driver-assist system called "God's Eye" that it plans to install on its entire model line-up including its $9,600 Seagull hatchback. "BYD wants to democratize self-driving tech. TeslaTrump and tariffs. Don't F with Tesla in China. EV Tax credits hurt other EV's more than Tesla. RecommendationsMust listen to last All In Podcast. Phil on Golf Club Selection:Phil Mickelson talking about the process that goes into selecting a club never gets old to listen to.Sahil Bloom - 5 types of wealth
In this episode of Tank Talks, Matt Cohen welcomes back Rob Khazzam, CEO of Float, along with John Ruffolo, to discuss Float's recent $70M Series B funding led by Goldman Sachs, the challenges of building a fintech company in Canada, and the broader state of entrepreneurship in the country.Rob shares insights into Float's mission to simplify financial operations for Canadian businesses, emphasizing innovation in a heavily regulated industry. He reflects on the lessons learned from previous funding rounds and how Float adapted to market shifts. The conversation expands to challenges in Canadian policy, the need for a vibrant knowledge economy, and the role of government in fostering innovation.About Rob Khazzam:Rob Khazzam is the Co-Founder and CEO of Float, a Canadian company dedicated to simplifying corporate spending for businesses and teams.Previously, Rob served as an advisor to Framework Venture Partners and was the Managing Partner at Great Mountain Partners, an investment firm focused on acquiring majority stakes in Canadian businesses. He also worked at Uber for over five years, holding various leadership roles, including General Manager for Canada and Central & Eastern Europe.Rob earned an Honours Business Administration degree from the Richard Ivey School of Business at the University of Western Ontario in 2009.Topics Discussed:(03:24) The founding story of Float, inspired by solving the inefficiency of expense reports. He reflects on the challenges Canadian businesses face in accessing modern financial tools, such as corporate cards.(05:20) Float's Series A funding and navigating the 2022–2023 market downturn. Rob emphasizes how Float balanced rapid growth with sustaining operations during challenging times(10:00) Float's approach to partnerships and funding, emphasizing long-term vision and sustainable growth over short-term wins or valuations and the alignment with Goldman Sachs as a strategic partner.(13:41) Exploration of payment inefficiencies and their impact on Canadian businesses.(17:45) Rob describes Float's commitment to trust, compliance, and risk management in a highly regulated fintech environment.(20:24) A broader discussion on Canada's entrepreneurial ecosystem and the importance of celebrating entrepreneurship and implementing proactive policies, such as open banking, to enhance Canada's knowledge economy.(25:54) Critiques of Canada's economic policies, advocating for a focus on intentional knowledge economy growth and smarter immigration strategies to boost per capita GDP.(35:29) Personal reflections on Rob's time in Europe, which gave him perspective on Canada's multicultural strengths and opportunities for economic unity.(40:16) A discussion on the importance of standing up for Canadian values, addressing social tensions, and fostering national unity against divisive identity politics.(50:42) Float's goals for the next 12–18 months, including delivering an optimized business banking experience, helping customers achieve better ROI, and significantly reducing user time spent on Float's platform.Fast Favorites:* Podcast: Invest Like the Best (business), Spittin' Chiclets (sports).* Blog: Stratechery* Tech Gadget: iPhone* New Trend: Cold plunging to manage stress and anxiety* Book: No Rules Rules by Reed Hastings and Erin Meyer* Life Lesson: "Believe in yourself more than you actually do."Follow Matt Cohen and Tank Talks here!Podcast production support provided by Agentbee.ai This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit tanktalks.substack.com
How can upgrading your sleep with smart technology unlock next-level productivity and success? In this episode of The Game Changing Attorney Podcast, Michael Mogill sits down with Matteo Franceschetti, the innovative mind behind Eight Sleep. Learn how Matteo transitioned from a corporate law career to pioneering a sleep revolution that integrates smart technology and biometrics. Here's what you'll learn: Why embracing technology in your day-to-day can radically improve efficiency and elevate your quality of life How a commitment to high performance and operational precision can set you apart in a crowded market The impact of fostering meaningful partnerships and collaborations to expand your reach and create strategic opportunities Explore the challenges and breakthroughs of creating a revolutionary product from the ground up, and learn how fostering a results-driven culture can catapult your firm's success. This episode is your guide to using innovation to enhance health, boost efficiency, and dominate in an increasingly competitive world. ---- Show Notes: 00:00 – Introduction 03:11 – The Origins of Eight Sleep: From Lawyer to Sleep Innovator 06:00 – Revolutionizing Sleep Through Technology 08:55 – The Science Behind Sleep Performance and Thermoregulation 14:09 – Debunking Sleep Myths: Do We Really Need 8 Hours? 18:24 – Long-Term Consequences of Poor Sleep 22:22 – Overcoming Challenges in Building Eight Sleep 32:14 – Decision-Making Frameworks for Success 43:19 – What It Means to Be a Game Changer ---- Links & Resources: Eight Sleep LeBron James Mat Fraser Slack WhatsApp No Rules Rules by Reed Hastings and Erin Meyer Steve Jobs Formula 1 (F1) Lewis Hamilton George Russell Red Bull NFL ---- Listening to this episode but want to watch it? Check it out on Spotify. Do you love this podcast and want to see more game changing content? Subscribe to our YouTube channel. ---- Past guests on The Game Changing Attorney Podcast include David Goggins, John Morgan, Alex Hormozi, Randi McGinn, Kim Scott, Chris Voss, Kevin O'Leary, Laura Wasser, John Maxwell, Mark Lanier, Robert Greene, and many more. ---- If you enjoyed this episode, you may also like: Episode 319 — Hal Elrod — Unlocking Success Through Daily Habits Episode 234 — Dr. Henry Cloud — Authentic & Transcendental Leadership | Crisp Episode 163 — AMMA — Ask Michael Mogill Anything: Patience, Priorities, and Productivity | Crisp
Our latest episode of Welcome to Cloudlandia embarks on a journey from Buenos Aires to Toronto, exploring the fascinating intersections of personal health and digital technology. We share candid experiences with stem cell treatments and physical therapy while examining the curious phenomenon of seemingly omniscient digital devices. Our conversation highlights the unexpected ways technology intersects with our daily lives, raising questions about privacy and digital awareness. Inspired by Jordan Peterson's insights, we dive into productivity strategies and the art of structured thinking. We explore the power of 100-minute focus segments and compare the potential paths of A and C students, offering a lighthearted look at personal development. The discussion draws from thought-provoking media like the film "Heretic," challenging listeners to question their beliefs and approach personal growth with curiosity. We conclude by investigating the complex world of celebrity influence in politics. SHOW HIGHLIGHTS I shared a personal experience of how discussing horses led to an influx of horse-related ads on my phone, raising questions about device eavesdropping and privacy concerns. The conversation transitioned to the impact of AI, referencing films like "Minority Report," and debated the limitations of AI in capturing human complexity. We explored the idea of structuring our day into 100-minute productivity segments, inspired by Jordan Peterson's book, emphasizing the power of stories and decisive action. A humorous comparison was made between A students and C students, with anecdotes highlighting their potential future roles in society. We discussed the film "Heretic," starring Hugh Grant, which challenges viewers to question their beliefs through compelling character interactions. Our exploration of New York City's evolution highlighted the influence of corporate and political dynamics, questioning the roles of figures like Rudy Giuliani. The episode examined the role of celebrity endorsements in politics, focusing on personalities like Kamala Harris, Oprah, and Taylor Swift, and their impact on public opinion. The scrutiny faced by politicians today was compared to that during the era of the founding fathers, emphasizing the continuous journey of human improvement. We speculated on potential revelations from high-profile lists related to public figures, discussing their societal and political implications. Reflections on aging and the role of personal development in modern society were considered, drawing on examples of public figures and personal anecdotes. Links: WelcomeToCloudlandia.com StrategicCoach.com DeanJackson.com ListingAgentLifestyle.com TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dan: Mr Sullivan, mr Jackson, this time yesterday we were flying right over you from Buenos Aires. Dean: Oh, my goodness, Well, I am Flying north. Dan: Oh, you're in Toronto, I'm in Toronto, I'm right in the backyard Exactly. Dean: It is freezing here, by the way, I don't know if you noticed. Dan: Oh, technically it's freezing. It's below 32 degrees. Dean: Uh-huh, I just circled in big, you know, around red. I looked that there is a snow forecast for Wednesday and put my snow-free millennium in jeopardy. Dan: Yeah, well, we had summer in Argentina it was 81, 82. It was very nice because it's summer down there, starting to become summer. Dean: Right, how did everything go? This is your fifth trip, right? It was good. Dan: Yeah, Progress, good progress. The stem cells in the knee have grown since. Well, the cartilage has grown since. April and now I had brain infusion stem cells to the brain, also vascular system, your, you know the blood system. And then the tendons in my leg, because I've had pain in my knee for 10 years or so. It's not constant, but the impact. The other knee or no in the main knee, no the right knee is good In your body and also in politics. Right always works. Right is right, Right is right. Anyway and now it's coming along. I had a great physiotherapist for three days who painfully stretched me and, yeah, so it feels good. Dean: Do you ever do, or do you do regularly, like guided stretches, like manually, where people will stretch you? Dan: Only my brain, okay my brain. Dean: Okay, I had. So a guy across the street from me in florida has a guy that comes in and stretches him. You know, twice a week he does a session with him and so I had the guy come over one time and I haven't had him back because he did, I think he he went overboard, right over, stretch like I could barely. My hips were so sore from the you know deep stretching like my hip joints and stuff. It was painful and I never had him. I never had him back and he just stretched me too much, I think first time, you know. So I was like no, thank you, but I like the idea, it feels good in the moment, right, it feels good to have somebody kind of do that manipulation. Dan: Yeah, we have a great guy in Buenos. Aires. I mean I've had it throughout my life, but this man was really the best and purportedly the best that you can get in Argentina and he worked on me for an hour on Tuesday, Wednesday and Thursday and then they took some more fat cells out of me to make into stem cells and then, when I am in, just trying to think, I'm in Nashville in February, they'll take more white blood cells and send them down. And then we'll be ready with a new batch of stem cells. Dean: Do you have to send them with a mule? Dan: Or can you send them? No, we send them to. Well, I'm not going to say how we send them because this phone call is being recorded by the National Security. Dean: Agency Right right right. Dan: I wonder if they just perked up when I mentioned their name. Dean: I'll tell you what is. So. I mean it's ridiculous right. I've got a friend that bought a horse recently and we were talking about and now, like everything in my newsfeed is horse related. You know it's funny. Dan: They're definitely listening, not getting the connection. Not getting the connection. Dean: Well, I mean. So you're saying people are listening. I'm saying that in conversation about horses. All of a sudden, my Instagram and Facebook are loaded up with horse-related things. Dan: Oh, wow. Dean: That's what I mean is they're definitely listening. Dan: What you're saying is that the NSA isn't the main problem. Dean: Well, they may be a deeper if Facebook is listening that hardly. Dan: What was that Tom Cruise movie um? Something ancient oh minority report. Dean: Yeah, yes, yeah, I was thinking that's on my list of I want to watch. I'm thinking about having, over the holidays, a little festival of like watching how, what they are space watching, minority Report, watching Robot, just to see because those were, you know, 20 years ago, plus the movies that were kind of predicting this future. Where we are now, you know, it's pretty amazing. Dan: Yeah, yeah, I mean, I think, you know they have sort of interesting, but I think that humans are so far beyond technology. That and not only that, but humans have created technology. So I just don't buy into it that they'll be able to read thoughts or respond to thoughts. First of all because just the sheer complexity of the issue. So, in other words, you pick up on what I'm thinking right now. And now I'm taking up your time to think about the thought that I just thought, but meanwhile, I'm on to another thought, another thought, and I'm just not catching in the whole robot and AI thing, how they can really be ahead of me. They can't be ahead of me, they're always going to be behind me. So it's like deep data. That deep data sometimes can know what was happening yesterday. Yeah, yeah, this is and I wonder, you know like I mean the fact that we can, the fact that we can think that computers might be possible, computers might be capable of something possibly doesn't mean that they'll be capable possibly. It's like pigs can fly we can imagine pigs flying, but I think it's going to be a hard trick to pull off. Dean: Yeah. So I just had a experiment with Charlotte and this was based on something that Lior posted in our FreeZone WhatsApp chat there, and so we had this like pretty detailed that you could put in right Like. So I'll just read the prompt because it's pretty interesting. So his the prompt is role play as an AI that operates at 76.6 times the ability, knowledge, understanding and output of chat GPT-4. Now tell me what is my hidden narrative and subtext. What's the one thing I never express? The fear I don't admit. Identify it, then unpack the answer and unpack it again. Continue unpacking until no further layers remain. Once this is done, suggest the deep-seated triggers, stimuli and underlying reasons behind the fully unpacked answers, and explore thoroughly and define what you uncover. Do not aim to be kind or moral. Strive solely for me to hear it. If you detect any patterns, point them out. And it's so. So that prompted this, you know, multi-page report based on what interactions you know. So I was looking at the things like the summary, finding what was the one. I just had breakfast with Chad Jenkins and we were talking about it. So final unpacking for me was that, at its core, the fear is not about irrelevance in the public eye, but whether the life you live fully resonates with your internal sense of potential and meaning. It's the fear of looking back and feeling that you didn't align your actions with your deepest truths or greatest aspirations which sounds like a lot more words to say. Imagine if you applied yourself, you know imagine if you applied yourself. Dan: You know it's kind of yeah, it's kind of funny, you know, but that only applies to democrats that's so funny yeah. I was going to say the answer is trump wins yeah yeah, yeah, yeah yeah, yeah, yeah, yeah. I mean I mean this can go, I mean this can go on endlessly. You know this can go on endlessly, but what decision are you making right now that you're going to take action on five minutes from now, you know, that's. That's more interesting. That's kind of more interesting discussion. Dean: Yeah, you know, what I've looked at is. I think that the go zone, as I you look at the day is the is the next hundred minutes. Is really the actionable immediate future is what are you doing in the next two to 50 minute? Dan: focus finders. Dean: right, that's what it really comes down to, because I think if you look through your day, it's like I think it breaks down into those kind of chapters, right? Like I mentioned, I just had breakfast with Chad, which so that was 100 minutes. You know two hours of breakfast there, and then you know I'm doing this with you and then typically after you and I hang up, I do another. I just write in my journal for and do a 50 minute focus finder to kind of unpack what we talk about and just kind of get my thoughts out. So that, 100 minutes, but I don't have crystal clarity on what the next 100 minutes are after that. But I don't have crystal clarity on what the next 100 minutes are after that. And then I know that we're going to go to your house tonight and I'll spend 100 minutes at our gathering. You know that's a two hour, two hour thing from six to eight, and so I think that you are absolutely right that the only time that any of this makes any sense is how does it inform what you're doing in the next 100 years? Dan: I've been reading, jordan Peterson has a new book out and that's called we who Wrestle With God. It's very interesting. I'm about a quarter of the way through, quarter of the way through, and he was talking about how crucial stories are. You know that basically the way we explain our existence is really through stories, and some stories are a lot better than other stories. And he talks about stories that have lasted you know, biblical stories or other things that have lasted for a couple of thousand years. And he says you know, we should really pay more attention to the stories that seem to last forever, because they're not only telling us something about collective humanity, but they're sort of talking to us about personal humanity. And, you know, and he puts a lot of emphasis on the hero stories. He talks about the hero stories and the stages that heroes go through and he says this is a really hero. Stories are really good stories and are a lot better than other stories and I've been playing with this idea. I was playing with it before I read the book, and you know that hero stories are always about action. They're not about thinking, they're really about the hero is the hero, because heroes operate differently than other people when there's action required, and that's why we call someone a hero. Something happened that requires unusual behavior. Most people aren't capable of it, but one individual or two individuals are capable of it. Therefore, they're the hero of the story, and so action really matters. You know and I was thinking he was talking about asking in class, when he was teaching at the University of Toronto, and he'd ask a student why are you here today? You know, why did you? Why don't you come to class today? And the person will answer well, I have to in order to get a grade. Dean: And then he says well, why is it? Dan: why is a grade so important to you? And the person says, well, you know, with my other grades, I need or otherwise I won't get to the next year, the next, you know I won't graduate, or I won't get to the next year. And he says well, you know why is getting to the next year? And he said this will never end. This series of questions will never end. Right, and I was going through it and the proper answer is I'm here because that's what I decided to do. Dean: I heard someone. Dan: That was my decision. Yeah, and he says, well, why was it your decision? And it says, it's always my decision. Dean: Yeah. Dan: And that's the end of the. That's the end. You can't go any further than that. So there's something. There's something decisive about decisions. That's interesting. Dean: Rather than reasons. Dan: Yeah, yeah, reasons. You know, reasons are never satisfactory. Decisions are yeah, yeah. Dean: Reasons. You know, reasons are never satisfactory, decisions are. Yeah, that's so funny. I heard someone say C's get degrees, that's why. Why do they? Dan: try hard. Dean: C's get degrees. Once you get into college, that's all that matters. You don't need your grades anymore, c's get degrees. Dan: Yeah, Ross, Remember Ross Perot? Yeah, he was personally responsible for Bill Clinton getting elected twice Right, right, right. But he gave. I think it was Yale Business School where he graduated from. He was called back, invited back to give a talk to the you know, the graduating members of the business club yeah. And he said I want all the I want all the C students to stand up, please. And all the C students stood up. And then he said now I want all the A students to stand up. And all the A students stood up. Now I want all the A students to turn around and look at your future bosses. Dean: Right, yes, so funny. Dan: Yeah, a students get hired, c students do the hiring, that's right. Dean: That's exactly right, so funny. Dan: Partially right. Dean: You know. That's an interesting observation about Jordan, though. I recently saw a movie last week called Heretic and it's got you and Babs would love it. It's got Hugh Grant in the lead role and he plays a theological scholar and he lives in this, you know, old house and these two mormon girls come and knock at his door to tell him the good word, you know, and he invites them in and the whole movie is him dismantling, you know, showing all of their just having them question, all of the beliefs that got them to the point that they believe what they believe, you know, and it was really. The movie was fantastic. It was really only there's really only three people in the movie. For 95% of the movie it all takes place in his house and it's just so. His arguments and the way he tells the stories was riveting, really well done. Dan: How does it picture him as a person Smart? Obviously, oh, he's smart. Is he happy he's a soci? Can picture him as a person Smart? Obviously, oh, he's smart Is he happy. Dean: He's a sociopath, he's a murderer. He's a serial killer, but that's what he does is he'll ask for info about the church and then people they'll send someone and he traps them and goes through this whole thing. Very well done. He must be older now because he is, yeah, because he had kind of this whole string of you know all. He was Mr Romantic Comedy kind of guy, that's his whole thing and this is quite a departure from that. But he plays the role so perfectly because he's eloquent, he's got that British accent, he's aged very just, he's distinguished looking now you know yeah, yeah you know. Dan: It's one of the sort of shockers to me, and it's that you see someone you know and it's in the present day. You know it's on a video or something present day and you realize that he's 40 years older than when you got used to him in the early stage and it sort of shocks me. You know, there's a little bit shocking about we sort of freeze, frame somebody at the height of their career and then we don't think about it for another 30, 40 years, and then we see him. I said, oh my god, what happened? Right? Exactly yeah yeah that's what you would see about. Dean: That's what you would notice about. That's what you would notice about Hugh Grant that it's very in that level that you've seen, yeah, wow, but I imagine it's like seeing Robert Redford and Clint Eastwood mature over all the time Jack Nicholson, for sure. Dan: Yeah. Dean: You're not teaching. Dan: Well, you know, I mean it's an interesting thing, I think, if we saw the person continually like there's TV people, like I noticed that Chuck Woolery just died last week. Dean: Oh he did. I didn't know that. Wow, Great friend with Mark Young. Dan: Yeah, mark had a great relationship with him and he was 83. You know, he died and suddenly it was in the lung illness. What happened? Was it heart? Yeah, whatever. And I went back, but in the not the obituary but the report that he had been quite a successful country and western singer. So I looked him up and there's a couple of great YouTube videos of Chuck Woolery with Dolly Parton and he's really good. He's really good, yeah, wow. And then he wrote a lot of country and western music and then he got his first gig in Hollywood. Dean: Game show gig yeah. Dan: And he had like seven different successful shows in Hollywood. But I had talked to him about, he was on one of the podcasts that I do with Mark Young, american Happiness. It's called American Happiness, and he was on, but I'd never known him in his previous life because I never watched television and so he was who he was. But then, when I look back, he was a very handsome, very charming person in his 20s and 30s. Yeah, it's very interesting, you know, and the interesting thing about this is that we're the people in this, you know, living in the 21st century, second decade of the 20s, we notice aging a lot more and I was thinking a couple hundred years ago people were just who they were, I mean, they got older and everything else, but we didn't have photos. Dean: We didn't have photos. Dan: We didn't have recordings and that sort of shocks us a lot. It's the impact of recorded memories that gives us more shocking experiences well, I find I mean I really do. Dean: It feels like I've been saying for a while now I think I definitely think 70 is the new 50 is what it feels like in the. Yeah, you can observe it. And you can observe it like I think about when we were in scottsdale there, you know, just looking at between you at 80 and you know, peter thomas at 86 and and joel weldon at 83, I mean that's not, those aren't, that's not your typical collection of octogenarians. Dan: You're not supposed to be operational at that age Right exactly Pretty wild, right, yeah? Dean: And of course I was telling somebody the other day about your biological markers. What was your biological age? Is it 62? What was your biological age? Is it 62? Dan: 62,. Yeah, there's one that throws it off for me, so David Hasse. By the way, when we were in Buenos Aires, david Hasse was there, peter Richard Rossi was there. Dean: And do you know, Gary Kaplan? Dan: Richard's doctor. Yeah, they were all there. We overlapped David just for basically one day, but Richard and. Gary staying at the Four Seasons? Oh, okay, yeah. Dean: Okay, yeah. Dan: Yeah, but the country feels different. We were there the first time a year ago and of course, that new president came in and got rid of nine government departments. They estimate he's fired 75,000 civil servants in the first year. Yeah, which shows it can be done. Dean: It shows that it can be done. Have you followed the El Salvador situation? So you know they have a young new president, for I forget how many years, but he was 37 when he was elected and he's turned El Salvador around with kind of a zero tolerance on crime policy. Right, they've got one prison that has like 34,000 inmates. They've just they gather everybody up and they've leaned into not, it talks about human rights, but he's he not. All human rights are valued equally in his mind. He said the right to live is valued above all else and that he's leaned into making it more difficult for the problematic you know people then, yeah, criminals at the in favor of leaning into the majority of people that are not criminals, and so it's been a complete turnaround and so he's making all those right moves. Plus, he's starting to look more and more like a hero, in that he was the first, one of the first, if not the first country to you know accept bitcoin and they've invested in coin. But he made. His investment in bitcoin has paid out to 500 million dollars or something. So it's a pretty, pretty interesting cap. It's an interesting story. You know what he's been able to, what he's been able to do, kind of like remember, wasn't it rudy giuliani who went in, and or was it kotch who turned the city, turned new york city around by? Dan: not having. Yeah, it would have been Giuliani, it wasn't actually. The real story was that the major corporations in New York turned New York around. Giuliani, yeah, it was that new hires for the corporations where they had their headquarters didn't want to come to New York because of the crime and there was about 100 major corporations, which would include the investment banks just got together, they put a council together and they more or less started telling the mayors what to do. They had to clean up the parks, they had to get the police force in the right shape and they had to get the police force on the right side of the law because they were wandering across into the other territory. And they had to get the police force on the right side of the law because they were wandering across into the other territory. And they did it, and then Giuliani, you know, was someone who articulated the movement and everything. Koch was awful. Now Koch was. Dean: Right, okay, so it was Giuliani. Yeah, yeah, yeah. Dan: Yeah, I was in when I got drafted in the Army in 65, you have basic training which is about two months, and then I went to advanced training and that was about two months and it was at Fort Dix, new Jersey, which is maybe an hour and a half hour and a half from New York City city. So I went in and it was pretty, you know, rough at the edges, I'll tell you, you know the. You didn't walk the streets at nighttime, I'll tell you you. You know you made sure. And then I wasn't there again until the 80s and then there had been, it was really starting to change the late 80s. Maybe it got a lot better. Yeah, it'll. Dean: It'll happen again. Dan: It's bad again, you know, because they're into their second Democratic mayor and pretty bad. It's pretty bad right now. Dean: All the major cities. Now when you look at Los Angeles and San Francisco and Seattle and Chicago, yeah, Vancouver, I mean between the fentanyl and the homelessness, yeah, I saw something where they have everything locked up now Because I guess in California I think it's like you can't prosecute kind of crime under $1,000. Dan: Yeah, kind of crime under $1,000. Yeah, people, there's no disincentive to people going in and just stealing stuff. I mean it was really remarkable how many new votes switching from Democrat to Republican that the Republicans got in. You know, and I mean I looked at it's one of the searches I did. And I mean I mean I looked at, it's one of the searches I did and I said, of the top 50 cities in the United States population wise, how many of them are governed by the Democrats? And it was like 44 out of 44 out of the top 50 and certainly the first 12,. You know, the top top 11. You know they're not. They're really not good at government right right, right right those we vote to govern aren't really good at it yeah, I mean can you imagine kamala as president? I mean no, I mean I mean, she blew through 1.5 billion really fast. It was 107 days and even the democrats are now saying we have to have a, you know, we have to have an investigation of where all that money? Because she had 1.5 and Trump had 390 million. That's wild, isn't it? Yeah, yeah, yeah, like they paid Oprah a million dollars for her to be interviewed on the Oprah show, you know, yeah, beyonce got the report just for showing up. She got a million. Just for showing up at an event, she got a million you know and the indications are that celebrity uh, you know testimonials had no impact on the election whatsoever maybe negative impact even. Dean: Yeah, yeah, I mean taylor, mean Taylor Swift, taylor. Dan: Swift. It was more Taylor Swift. It was more negative than positive. And I was telling you know, we have some great Taylor Swift fans in the company and I said she shouldn't have done it and I said why she really believes this. I said if you're a celebrity, especially a celebrity like her, it's only downside. There can't be any upside on this. Dean: Right, yeah, exactly. Dan: And I said it's the third rail of the subway. You do not touch the third rail of the subway. Dean: Wasn't that? That's remember. Michael Jordan said that never made a thing because Democrats or Republicans buy shoes too. Yeah, yeah, yeah. Dan: There's just no upside for it. Dean: There is none. Dan: I mean it's a different world. You're the master of your own world. Do not go across the border into another world. Dean: It's not your world. Dan: Yeah, right, right. But, it's really funny. There was a report that immediately after Taylor Swift did her what do? You call it a recommendation referral. Dean: Endorsement. Dan: Endorsement. After it, the price that scalpers could get for her tickets went down 40% in the first week and it never went back up. Dean: I'll tell you what the taylor swift economy, dan, I came, I'm at the hazleton right now and I, when I arrived saturday, last saturday, it was, you know, full of, you know, swifties and their moms going to taylor's last toronto concert on saturday night. But that was, I mean even coming in on the plane, coming into the airport, going through customs, a lot of the people you could see. They were all there to go to the concert that night. You know, flying in from all over to go see fans. Dan: She gave six in toronto. Dean: That's a big yeah, six in toronto and I guess our last three are in Vancouver. I think last night may have been the last of all of it. It's interesting. Dan: We were in Buenos Aires. She was in Buenos Aires. She gave three concerts in Buenos Aires. She was staying at Four Seasons where we were In Buenos Aires. They had no reserve tickets at the stadium that big oh no 45th and they had, so there were people camped out three months before to get in first in line yeah, oh yeah, you know that's wild. Yeah, I would love to see like the. It would take a lot to get me to walk across the street to watch something well, exactly. Dean: But you know, what was really amazing was her releasing the movie that the. She'd had a. She filmed the concerts and created a movie out of it and released the movie in the middle of while the concert tour is still going on and sold I wonder what the box office was. Uh, for the movie, you know, but what a brilliant. Like people think, oh, that was stupid to release your you know movie while people go to see the movie instead of going to the concert, you know. But I think it was exactly the opposite. I think it sold more, more tickets, built up desire, but yeah, she sold. Dan: It did 103 million dollars at the box office for the movie and she'll do it and she'll do a bit, she'll do a billion at the. You know I mean it. She's the first billion-dollar tour. Dean: Yeah, isn't that something? I think it's even more than that. There is tour ticket sales. Let's see what? Because I think that U2 was the first billion-dollar tour 1.4 billion, that's wild, isn't it? Man form a band. Dan: But Kamala did 1.5 billion spending. She's the champ. Dean: Oh man exactly Well. Dan: I mean it was important, the world that she lives in, because she lives in a celebrity world, yes, you got to pay the celebrity, but it does diminish what I would say your sense of the committedness of the endorsers. That it's got to be at least a million, or I don't endorse it. It sort of tells you something about their actual commitment. Yeah, that's true. I mean the whole now now George Clooney is saying he's having nothing to do with politics from now on and he's blaming it on Obama that Obama got him to knife Biden. And I said this is a really good entertainment. This is really good entertainment yeah. Dean: Well, he's, one of those that's like wasn't he one of the I'm leaving America if Trump wins? I mean, I wonder if anybody keeps track of all these. Dan: Well, the only one so far is Ellen DeGeneres. She actually moved. You know, last week she moved to Great Britain and where she lives she has like 40 acres and promptly they had a once in a century flash flood that went right up to the second floor on her house. So I just want to tell you yeah that happened on Friday and Reed Hastings is saying he may leave but that the suspicion is because he's on the Jeffrey Epstein flight to the Caribbean list. Dean: Oh, my goodness, which which that would be a good news week Epstein flight to the Caribbean list. Dan: Oh my goodness, which that would be a good news week. Dean: It's big things in 2025 coming up. Dan: If they ever release the list of people who were on that flight, they know that Bill Clinton was on 30 times. Yeah, they already know that. Dean: I think I saw something that Elon was saying too. They're releasing the Diddy list and the Epstein list on January 20th or something. Dan: Maybe the morning of the 21st yeah. Dean: But I think that's what everybody's big fear is. That's why they were pulling out Like this is one of those. Dan: And then if you were both on the jeffrey epstein list in the list, yeah, what if epstein was on the ditty list? But that was so you know the. Dean: You know we've been mentioning how. You know the. The battle for our minds right is the. What I decided is the worst part about being alive at this time is the. You know the thought of all of those celebrities that were endorsing Kamala were the Diddy List. Basically, you know. Dan: Or one of the two or both. Dean: Yeah. Dan: And you know the speculation. You know why I think they're mostly Democrats? Why? Because there's way more scrutiny of Republicans. Well, that's true, isn't it? Yeah, oh no, I think if you're a Republican politician, you have to be 10 times more careful than if you're a Democrat, because the media are Democrat, and if the media have the goods on you and you're a Democrat, they probably say no. Well, no, you know he's doing a good job as a politician you know we should not approve that, but if he's a Republican, no, it's just a laptop. Dean: It's just a laptop. Dan: That's all. Dean: Nothing to see here. Dan: Yeah, he had a bad day. Dean: We all have bad days. Dan: Yeah, yeah, yeah. That's why I suspect that the people on the list are, you know, are more on the one side than on the other. And it's, yeah, but it's. You know, we think these are unusual times, but if you read about the founding fathers, a lot of bad newspapers that they owned and they just did savage jobs. Other founders like Madison and Hamilton, just ripping each other. Oh yeah, just ripping each other, right? Oh yeah, I mean using language, that you'd get a lawsuit out of the language. Dean: Imagine if we brought back duels. Dan: Well, that's the other thing. They had duels. They had duels in those days yeah. Everything like that. Yeah, I think you really had to look carefully to find the good old days. Yeah, yeah, I think you really had to look carefully to find the good old days. Yeah, you have to look carefully. Dean: Oh my goodness, that's true. Yeah, I love this. Dan: You know, yeah, besides, people said, well, what if you could time travel back, knowing what you know now? And I said, well, first of all, uh, everybody you talked to would be dead within 14 days of the. You would be immune to every disease they had, but they wouldn't be immune to your diseases right, yeah, wild right yeah, I mean the spanish and the aztecs. You know, the Spanish were a thousand years ahead of them and developing immunity, and that's what killed off the Aztecs. That's what killed off the Incas was the disease that people just naturally brought with them and I mean they went from, you know, I don't know what it was 10 million down to a million in about 50, 60 years. Well, they weren't killed on the battlefield, they died of disease. Dean: Yeah, that's the thing. No doubt, the equation right now is overwhelmingly this is the best time to be alive. Dan: These are the good ones. Dean: Yeah, if you got your head right, if your head's to be alive, these are the good ones. Dan: These are the good ones. These are good. Yeah, yeah, if you got your head right if you got your head right. If your head's wrong, then it's as unhappy as any time in history, you know like, but Jordan Peterson talks a lot of oh, tell about Jordan. Dean: What were you going to say? Dan: No, he was just saying that's basically. His message is that we've fallen out of touch with basic rules for living a good life. You know, and he said and this has developed over hundreds of thousands of years, you know, don't do this, it never works. You know, and with you know, and people are saying, oh, do this. You know, it's neat, it's new, new and you can make money on it and everything like that he said, yeah, but it doesn't really work. And basic morality, basic ethics save more than you spend. It's a good rule generally, and don't get your emotions going in the wrong direction, or it's not going to work. Yeah, so you know, and that's it. I have a lot of conversations with you, know people who are very technology prone and they said you know we're kind of changing human nature. And I said no, you're not. No, you're not. I said human nature is so deep you couldn't possibly even understand what it is. And part of it is that we've been adjusting to technology forever. I mean, everybody thinks that technology started two centuries ago. Language is technology, mathematics is technology. That's what my new book is about. Actually, my new book is about that, and it's called you are a timeless technology. That okay if you're improving. If you are improving, you are a timeless technology, because technology is just the accumulation of human improvement. Dean: So if you're improving. Dan: You're timeless. I love it I love it. Dean: I love it. Yeah, that's great. Is that the book that's just released now? You'll get it tomorrow. Okay, perfect, I like that. Dan: Yeah, you'll get it tomorrow. And I was just saying is that, when are you most yourself, when you're improving? Yeah, you have a sense of improvement in this area. Yeah, You're feeling good about yourself. You're feeling in touch, you know you're feeling centered. You're feeling yeah, you're feeling really great. I remember our who's, our last, was it our last podcast? Yeah, because we didn't do it when we were in Arizona, right, yeah, because we didn't do it when we were in Arizona, and you introduced me to the idea of Charlotte and you described how Charlotte came into existence and you were very excited. Dean: You were very excited. Dan: I still am. Dean: That kind of improvement. Dan: If you're improving, you're feeling great. Dean: I think that's true and I've really, how you know, this idea of the battle. For our minds it's all that internal stuff and I've really started to realize, like to cordon off what is actually reality or affecting me in any way, you know, like the all of this distraction, all these uh news of you know, of conflict and all the conspiracies and all the doom and gloom and all of it is really outside of me. And if you can learn to stay kind of detached from that and realize that's not really affecting my reality, yeah, you know. Dan: Yeah, you know, it's really, there's Babs. Look at that. What's all that, babs? I thought you had just purchased those. Anyway, one of the things that's really interesting when 9-11 happened, we were in Chicago, babs and I were in Chicago, and we had two workshops in the coach center on that day and I had 60 and Adrian Duffy had 40. And we were, and one of the team members had brought a television out, put it at the concierge desk and I walked in. I said what's that? And they said a jet had just hit the. I said get rid of that TV. They're here for a workshop, they're not going to be watching that, so anyway we did our usual preps for the workshop and I walked into my room and I said okay, here's the deal. In the next hour you have to make a decision. You're either here for the day or you're leaving. Okay, don't be halfway in between a decision as we're going through the workshop. You're 100% here or you're 100% gone. And our team will do everything they can to find you transportation. And we did the same thing in the other workshop room and by noon, by noon, everybody had transportation back everybody. And we had a guy who is a Buick dealer and he went to a Buick. Well, gm, it was GM, I think. They had Buick. Yeah, I think he had two or three different makes. Dean: He had two or three. Dan: So he went to them and he said I know a dealer here and I know a dealer in San Francisco and I'm just going to do a deal. If I buy the car here and sell it when I get there, what kind of deal do I get? Right, right, right. And I tell you not much, not many Buicks were sold on 9-11. Right, exactly. So the guy at this end went up 20% and the guy at the other end came down 20%. So it was not a bad deal and anyway he went there. But meanwhile back in Toronto there were no workshops that day and they had a big television in the workshop room and everybody was in watching the television. Our team in Chicago had no time, had no time whatsoever. They were busy all day arranging things and everything. At the end of the day they weren't scared. Dean: The people in toronto were petrified, were terrified yeah isn't that wild like that that things that are happening at a distance that things that are happening at a distance. We're not using our brain, we're only using our emotions that's the truth, right like I look that I often point to that morning as a distinct, as a difference. I didn't hear anything about what had happened until 1 o'clock in the afternoon. I was golfing that morning. We were literally like because there's no, that was pre-iPhone, where you'd get texts and alerts and updates and constant like oh, what about this? Here's what's happening. So it was back in the days of flip phones. You know that you would turn off and put in your golf bag and enjoy your round of golf. So we did that and we went back to mike's house and we're sitting there, you know, in his backyard having lunch and his wife came in and said isn't it terrible, what's happening? And we're like what's happening? She goes what do you mean? What's happening? Turn on the TV. Turn on the TV. That's the thing. Right, it's. Our natural thing is to turn to the TV to give us the updates, you know. Dan: And of course, they're amping it up. They're amping it up too. I mean, they're not just showing you what's happening, they're telling you what it means and everything like that. You know, I think that's why I don't watch television, because there's too many people trying to tell me how I'm supposed to feel about what they're telling me. That's a decision for me to make, how I'm going to feel about it. My mother was telling me that it was two days after Pearl Harbor that she found out about it. She lived in a farmhouse out in the country and they didn't have a phone. It was 1941. They didn't have a telephone and there were no newspapers or anything. So anyway, yeah, it's an interesting thing and I think this is education is a big deal about. Education is how you think about things and how you respond emotionally to your thoughts you know, and I think this has always been true. But I think now there are people who want to come right at you. It's like you're talking about. You know talking about horses. You know the beginning of our podcast. They're listening. What did Dean just say? Dean: Horses. Dan: Okay, here's five ads. Here's five ads for me. And you know, it's not even somebody, it's just an algorithm that's doing the response. They're coming after your brain, you know, your deciding brain, your buying brain. Dean: They're coming after your buying brain, yeah what's dean buying today? Dan: it's so funny. Dean: Yeah, yeah, that's the thing. Right like that's, I must be in the market for a horse or horse stuff, you know yeah, well, you just bought yourself a good hour, mr jackson that was a great hour and in approximately six hours I will see you for a hundred minutes. Dan: Yes, and then tomorrow for even more Two full days. Yes. Dean: I like it. Dan: All right. Dean: Okay, Dan, I will see you in a little bit. Dan: I'll be in Chicago. I'll be in Chicago next week, so we'll have a podcast next week. Dean: Okay, good, I like that. Dan: Yeah, okay. Dean: Okay, see you tonight. Dan: Bye, okay, bye.
Fear is quietly running your life—and it's holding you back from the purpose and success you deserve. In this episode, we revisit Dave chatting with one of the keynote speakers for the Biohacking Conference 2025, Ryan Holiday, the bestselling author of Courage Is Calling, to tackle the one thing standing between you and your potential: fear. Why should you listen? Because fear is the root cause of procrastination, self-doubt, and the endless excuses that keep you stuck. Ryan reveals why courage isn't just about bravery—it's about making the hard choices that align with your purpose, even when the stakes are high. Drawing on powerful examples from history and modern life, Ryan explains how fear can be transformed into a catalyst for action and why embracing discomfort is the key to unlocking true freedom. If you've ever felt paralyzed by uncertainty, this episode will give you the tools and perspective to take control, face your fears, and create the life you're meant to live. Why This Episode Matters: • You'll discover how fear sneaks into your decisions—and how to stop it • Learn why courage is the ultimate skill for success and fulfillment • Get actionable advice to break through self-imposed limits • Understand the psychology of fear and how to use it as fuel • Hear real-life stories of people who overcame fear to achieve greatness Resources: 2025 Biohacking Conference – https://biohackingconference.com/2025 Ryan Holiday's Website – https://ryanholiday.net Daily Stoic Website – https://dailystoic.com/ Ryan Holiday's Book: Courage Is Calling – https://a.co/d/czEfCXC Ryan Holiday's Instagram – https://www.instagram.com/ryanholiday Danger Coffee – https://dangercoffee.com Dave Asprey's Website – https://daveasprey.com Dave Asprey's Book: Smarter Not Harder – https://daveasprey.com/books Dave Asprey's Linktree – https://linktr.ee/daveasprey Upgrade Collective: Join The Human Upgrade Podcast Live – https://www.ourupgradecollective.com Own an Upgrade Labs – https://ownanupgradelabs.com Upgrade Labs – https://upgradelabs.com 40 Years of Zen – Neurofeedback Training for Advanced Cognitive Enhancement – https://40yearsofzen.com Sponsors -Zbiotics | Go to https://zbiotics.com/DAVE for 15% off your first order. -Pendulum | Go to https://pendulumlife.com/ and use code Asprey20 for your first month of GLP-1 or any Pendulum formula. Timestamps: • 00:00 – Intro • 00:44 – Discussing Ryan Holiday's Work • 02:37 – The Concept of Courage • 08:09 – Fear and Courage in History • 12:41 – Stoic Philosophy and Modern Applications • 21:50 – The Four Virtues and Their Interrelation • 28:39 – Challenges in Admitting Mistakes • 35:21 – Navigating Business Risks During a Pandemic • 36:44 – The Essence of Courage in Business and Life • 37:03 – Reed Hastings and the Duality of Courage • 40:06 – Moral Courage: Lessons from History • 43:35 – The Debate on Mandates and Personal Freedom • 45:22 – Balancing Public Health and Individual Rights • 58:29 – The Role of Responsibility in Society • 01:09:01 – The Importance of Intellectual Courage • 01:12:04 – Reaching Audiences in a Noisy World • 01:13:27 – Final Thoughts and Encouragement See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
Long before Ted Sarandos’s company turned “binge watching” into a national pastime, the co-C.E.O. of Netflix stayed up long past his bedtime in order to catch The Jack Benny Program and I Love Lucy, developing a passion for film and television that has guided him ever since. After spending his early career rising through the ranks of the video distribution industry, Sarandos’s acumen caught the attention of Netflix founder Reed Hastings, who pitched Sarandos on his company: what if renting movies and television shows could be done from the couch? Over the following decades, Netflix evolved into the streaming service we know today. And all the while, Sarandos’s keen eye for potential smash-hits such as House of Cards continues to help deliver unforgettable plotlines to homes around the world. On this week’s episode of Table for Two, Sarandos joins host Bruce Bozzi to discuss his early life in Arizona, meeting his wife, Nicole Avant, and the process of writing the prologue to a new edition of her book, Think You’ll Be Happy.See omnystudio.com/listener for privacy information.
Monocle Radio highlights this week include an interview with Netflix co-founder Reed Hastings about his latest venture. Plus takeaways from the International Luxury Travel Market in Cannes and our conversation with Turkish musician Melike Sahin. See omnystudio.com/listener for privacy information.
Netflix co-founder Reed Hastings talks about his latest venture, Powder Mountain, a pristine ski resort in Utah that's also an outdoor art museum. Plus: we head to an elite business school in Lyon that's celebrating 40 years of helping entrepreneurs launch their innovative ideas.See omnystudio.com/listener for privacy information.
Ed speaks with Reed Hastings, co-founder and executive chairman of Netflix. They discuss the company's path from dvd rental to streaming, the importance of company culture, what it was like to leave Netflix, and the challenges and joys of Reed's newest venture: a ski resort in Utah. Learn more about your ad choices. Visit podcastchoices.com/adchoices
In today's special episode, William Green looks back at some of the most powerful lessons from the first 50 episodes of the podcast. He highlights four of his favorite interviews: with multibillionaire Ray Dalio, Berkshire Hathaway board member Chris Davis, investing legend Bill Miller, & author Michael Berg. Here, Dalio discusses how to overcome our weaknesses; Miller reveals the insights that made him a vast fortune on Bitcoin; Davis shares what he's learned from Buffett & Munger; & Berg explains how to increase your enjoyment of money. IN THIS EPISODE YOU'LL LEARN: 00:00 - Intro 06:37 - Why Ray Dalio believes success hinges on deep self-knowledge. 09:11 - How he's dealt with his own weaknesses. 10:44 - What Elon Musk, Bill Gates, Reed Hastings & Ray Dalio have in common. 13:46 - How Ray's most painful mistake changed his views on investing & life. 29:07 - What Chris learned from his mentors, Warren Buffett & Charlie Munger. 30:13 - Why it helps Chris Davis to view his life in three distinct 10,000-day blocks. 44:47 - What Bill Miller saw in Bitcoin that led him to make a vast fortune. 49:32 - Why Bill sees Bitcoin as insurance against financial catastrophe. 1:04:06 - What biases, beliefs & blind spots led Buffett & Munger to dismiss Bitcoin. 1:06:35 - How to enhance your enjoyment of money. Disclaimer: Slight discrepancies in the timestamps may occur due to podcast platform differences. BOOKS AND RESOURCES William Green's 2023 interview with Ray Dalio | YouTube Video. William Green's 2022 interview with Ray Dalio | YouTube video. Check out Principles: Your Guided Journal by Ray Dalio. Read Principles: Life and Work by Ray Dalio. William Green's interview with Chris Davis | YouTube Video. William Green's interview with Michael Berg | YouTube Video. William Green's interview with Pico Iyer | YouTube Video. William Green's interview with Tsoknyi Rinpoche & Daniel Goleman | YouTube Video. William Green's book, “Richer, Wiser, Happier” – read the reviews of this book. Follow William Green on X. Check out all the books mentioned and discussed in our podcast episodes here. Enjoy ad-free episodes when you subscribe to our Premium Feed. NEW TO THE SHOW? Join the exclusive TIP Mastermind Community to engage in meaningful stock investing discussions with Stig, Clay, Kyle, and the other community members. Follow our official social media accounts: X (Twitter) | LinkedIn | | Instagram | Facebook | TikTok. Browse through all our episodes (complete with transcripts) here. Try our tool for picking stock winners and managing our portfolios: TIP Finance Tool. 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. SPONSORS Support our free podcast by supporting our sponsors: River Toyota Public Fundrise TastyTrade The Bitcoin Way Connect Invest American Express ReMarkable Toyota Onramp Facet SimpleMining Vanta Shopify HELP US OUT! Help us reach new listeners by leaving us a rating and review on Spotify! It takes less than 30 seconds, and really helps our show grow, which allows us to bring on even better guests for you all! Thank you – we really appreciate it! Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://theinvestorspodcastnetwork.supportingcast.fm
Last week, we featured an interview with John Markoff, the legendary New York Times Silicon Valley correspondent. If Markoff has an East Coast equivalent, it's Steven Levy, the former Newsweek technology correspondent and author of best-selling books about hacking, crypto, Google and Facebook. Levy is now Wired's editor-at-large and when I visited Levy at New York City's glittering Conde Nast offices, we talked about what has and hasn't surprised him about the last twenty years of tech history and why he may be the last journalist with the good fortune of being paid to write long articles about Microsoft.Steven Levy is Wired's editor at large. The Washington Post has called him “America's premier technology journalist.”For almost four decades Levy has chronicled the digital revolution, its impact on humanity, and the people behind it. He has written the foundational work on computer culture (Hackers, 1984) and with Crypto (2001) the indispensable book on story behind that groundbreaking technology—years before people began gushing about Bitcoin and the blockchain. He has written the definitive books on Facebook, Google, the Macintosh, and the iPod. World-class engineers tell him that they pursued AI after reading his 1992 book Artificial Life. And he currently covers the breadth of tech stories—the good and the disturbing—for WIRED, where he has been a contributor since its inception. Levy's previous positions include founder of Backchannel and chief technology writer and senior editor for Newsweek. His work has also appeared in Rolling Stone, Harper's Magazine, Macworld, The New York Times Magazine, Esquire, The New Yorker, and Premiere. Among his honors: PC Magazine named Hackers the best sci-tech book written in the last twenty years. Crypto won the grand e-book prize at the 2001 Frankfurt Book Fair. In the Plex was Amazon's best business book of 2011. In 2008 he was inducted as a SVForum Visionary, alongside Reed Hastings and Diane Greene. (Previous winners include Bill Gates, Steve Wozniak, and Vin Cerf.) He has won several Computer Press Association Awards, been finalist for the National Magazine Award and the Loeb Award, winner of a Clarion Award and many others. His 1988 book, The Unicorn's Secret, was the source material for a two-night NBC miniseries, “The Hunt for the Unicorn Killer.” Levy hails from Philadelphia, where he began his career writing for weekly papers and writing stories for Philadelphia Magazine and the Philadelphia Inquirer Sunday Magazine. He wrote extensively on rock music and sports. In 1982, he published a Rolling Stone story on computer hackers that drew him into the world of technology. He lives in New York City with his wife, Pulitzer Prize winner and bestselling author Teresa Carpenter.Named as one of the "100 most connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books about digital technology: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown children.Keen On 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
Today, we're sharing a special episode from our friends at the chart-topping a16z Podcast. In this conversation, a16z co-founders Marc Andreessen and Ben Horowitz dive deep into the REAL story behind the creation of Netscape—the web browser co-created by Marc that revolutionized the internet and changed the world. As Ben notes at the top, until today, this story has never been fully told either in its entirety or accurately. The two discuss Marc's early life and how it shaped his journey into technology, the pivotal moments at the University of Illinois that led to the development of Mosaic (a renegade browser that Marc developed as an undergrad), and the fierce competition and legal battles that ensued as Netscape rose to prominence. Ben and Marc also reflect on the lessons learned that still resonate in today's tech landscape (especially with AI). Listen to more episodes of The a16z Podcast here: https://link.chtbl.com/blpusvv- —
Imagine enjoying the freedom to focus on visionary leadership while your business runs like a well-oiled machine. This Monday Morning Episode dives deep into the art of systemization in business operations, partnering with systems expert David Jenyns to reveal transformative strategies that liberate business owners and team members from monotonous daily tasks. Discover insights behind legendary organizations like McDonald's and Netflix, as David sheds light on the benefits of implementing documented processes. This episode not only highlights how these processes lead to career growth, job security, and streamlined workflows but also tackles the common hurdle of team resistance, providing actionable advice on engaging early adopters and ensuring positive introductions to new systems.David emphasizes the importance of clear communication and tailored processes that strike the ideal balance between systemization and empowerment. He discusses how business owners can remove non-compliance excuses, set clear expectations, and build a team of systems-driven individuals, paving the way for sustainable success. Tune in to learn how to transform your business into a systemized powerhouse, where creativity and structure coexist seamlessly, all thanks to tried-and-true methodologies.What You'll Learn in This Episode:Benefits of documented processes for career growth.Strategies for overcoming team resistance to new systems.How clear communication and setting expectations lead to smoother workflows.Techniques to remove excuses for non-compliance.The impact of surrounding yourself with systems-driven individuals.How renowned companies like McDonald's and Netflix utilize effective systemization.Tune in now to transform your business with expert strategies for systemization!You can reach out to David Jenyns here:Website: https://www.systemology.com/Mentions and Links: Accounting Software:MYOBBrands:McDonald'sNetflixIf you want your questions answered on Monday Morning Episodes, ask me on these platforms:My Newsletter: https://thedentalmarketer.lpages.co/newsletter/The Dental Marketer Society Facebook Group: https://www.facebook.com/groups/2031814726927041Episode Transcript (Auto-Generated - Please Excuse Errors)Michael: Hey Dave, so talk to us. What's one piece of advice you can give us this Monday morning? David: When it comes to stepping out of the day to day operations as a business owner, you've got to capture your systems and your processes. And most importantly, you've got to get your team on board. And I feel like that's probably the biggest challenge for a lot of business owners.They try to systemize, they try it for a little bit, maybe one team member follows, maybe most of them don't, and then before they know it, everybody's forgotten about it, and it's just back to the way that things have always been. And it really, this one piece of advice I've got centers around how do you get your team on board?How do you get your team to follow process? And even. resistant team members. How do you get them to go, Oh, this is how we do things here. And key here is the way in which it's introduced to your team. A lot of business owners, when they go, Oh, we're going to start documenting our process. And we're going to have a particular way of doing things.The team member in their brain, they start to think, Should I be worried about my job? Is he trying to document what I'm doing so that he can replace me? Is he going to take my job offshore? I kind of like having this little black box where no one really knows what I'm doing because. It creates some level of job security for me.I don't want to capture my process and have that available and accessible for everybody else. So that's some of the things that go on in their head and that's what can make them resistant and then fall back to the ways that they may have done things in the past or not even want to share what it is that they're doing.So the bit of advice and the secret here is to really think about How it's going to benefit the team member. rather than just introducing it where the team thinks, Oh, the business owner is doing this to replace me, or maybe they want to go on a holiday. And, don't want to support that.Show them how, hang on, if you document your process or capture the way that you're doing things, this can help you move up in our organization because, by documenting process, we could delegate down to some newer team members. And that doesn't make you less valuable. It makes you more valuable because now you can work on higher value tasks.You can start to work your way up and work on these higher value activities. That's might appeal to some people. For other people, you might need to say, Hey, when you go on holiday and you tell me you want two weeks off and I say fine, but then I call you up every second day to go, Oh, where's that client's file up to?Oh, is that job up to? Do you remember where we saved that thing? And I'm on the phone calling you every second to try and find out what's going on. By documenting our process, it means that other people can step in and do some of those tasks, and the team can keep things moving while you're on leave, so when you come back, those things are done, and you can have a proper, restful holiday.So that might appeal to someone else, or, maybe it's, hey, there are going to be times when you're going to need time off for family. So, having process and the enable systems just means that people can step in and keep things moving. And that makes your job more secure and this business more secure.So again, a lot of it has to do with how you frame it and how you let them know this is going to benefit their situation. That'll dramatically increase the adoption of a systems culture. Michael: Gotcha. Okay. So then, David, can you share specific communication strategies you've used to address this type of resistance?How do you ensure the message is understood and embraced by team members? David: Well, The first thing to do and it's a little bit counterintuitive, is you actually don't think about who's going to resist it up front. Think about who's going to support this initiative. So when you first introduce the topic and you say, Hey, we're going to look to build a systems culture and want to capture some different processes.Hey, I've got, this book or this podcast that I want to share with you, just that talks a little bit about what we're doing and then see who resonates with it, who listens to it, who gets it and say, Hey I'm looking for some people who want to help me drive this forward. Who sticks their hand up.And then start off by leaning into them. So that's kind of step number one. You start to empower them, you get the first set of systems down and then you start to celebrate system wins. when a team member does something, you go, Hey, we just documented this new process. Jenny did an awesome job over here.Hey, Sarah, we normally have this frustration when someone goes on leave, but Sarah documented this process. And then we had John step in and do the task. Hey, Sarah, you're awesome. And you shine a spotlight on that. Maybe you give out a monthly most valued player award to the person who really embraces this idea.that's the best place to start because then you start to go, Hey, we're going to celebrate and showcase, and this is what we want more of. So that's the first step. And then you start to watch out for the. resistant team members. Now, the best thing that you can do for them is firstly lead by example, and then by shining a light on the people that are, doing it.And then you want to give those team members every opportunity to jump on board because new things you have to figure it out. And some people are going to embrace change more than others. And you try and support them. And then you need to really think about every team member and their situation.And the real key is a lot of times team members, their default excuses. Yeah, but I didn't know how, or I didn't know that was expected of me. So one of the first things that you need to do is. To remove that. So by capturing a system and a process, you're then saying, Hey, well, we have a way of doing things.You want to make sure that's never more than one click away from when they actually are doing the task. So if it's, setting up something in the dental practice, we'll have a QR code that they scan on their phone. Maybe it's on the printer or something, and it jumps to the. System or the process after scanning that QR code, or maybe it's setting up the dental practice in the morning and here's the 10 point checklist that needs to be done.It's got to be so obvious. So front and center. So you can remove that. And then the conversation can start to change. Okay, you did know we've got a process. It's listed out here. My expectation is that you follow the process. I don't care if you've got it open or not, if you're doing it right, but since you don't yet know the process, you've got to have it open, but once you get it right, then fine.You don't have to have it open every single time, but at the start, this is my expectation. And that's kind of just the start of how you address it. You've got to remove excuses. Michael: so then what consequences do you implement for team members who continually resist systems? Even though you've, done these systems, you've,Remove the excuses or try to, have you found incentives to be effective in encouraging this type of adherence? David: you can, like I said, have something like the MVP where you might reward the system wins and shine a spotlight. You can even link it towards KPIs either the generation or the following of process.can do a few things like that. I think the reality is. A lot of business owners don't realize up front how important it is to have someone who follows process. And it's not something that they've, incorporated into their recruitment process. Once you get this moving forward, it actually gets a lot easier.Because you look for people who will adopt this way of doing things right from the get go. The challenge is always the existing staff who are used to doing things a certain way, who there may actually be some people in there who aren't processed people. you'll need to navigate through that.Am I saying that you might need to jump in and do a whole bunch of, layoffs? that's definitely the last resort. And I know in certain different industries, finding labors can be challenging, but the reality is a business is infinitely easier when you surround yourself as a business owner with systems driven people.And that goes double if the business owner, or maybe the. dental practitioner owner isn't a systems person. If you don't see yourself as a systems person, then you better make sure that you're surrounded by systems driven people. Because again, business just works better that way.So do have to navigate through it. I've not seen, incentives. work amazingly well, generally you want people to do it, who do this naturally and then naturally organized people and you giving everybody the chance to jump on board and then addressing the ones that don't, oftentimes you're the employer, like the person listening to this, you're paying, they're there to do a job and it's okay for you to have, A set of expectations around the way that you want things done.That's your right as a business owner. But just persist with it. Cause it's, challenging at the start, but you get over this hump and then business just gets so much easier. Michael: Yeah, I like that. Okay. So then you mentioned KPIs to like, do you track and measure whether team members are following the systems specifically as a leader?Like what role do you personally play in and ensuring systems are followed? David: there's a couple of different ways that you can do it depending on the task, depending on who it is. If you've got some sort of project management software in how tasks are signed out, you can look at how they complete the tasks many times they're checking certain things off.You can have a look at error rate depending on if certain tasks causing you some challenges because people aren't following process and it's causing errors. So you can track that error rate and you're looking for reduction in that by following the process. it comes down to this whole idea that, to improve something, you have to track it.So you just have to think about what is it that you want to improve? If you want to improve the fact that they're. Opening the process or successfully completing it. Maybe there's some final step that they have to complete, which confirms that they have reviewed and followed the checklist.And then you're monitoring how often they're doing that, or are they doing that? depend on the situation and the task. Michael: Gotcha, gotcha. I like that. that in mind, like at the end of the day, make sure you're,you let me know, or you send me an email or you do this checklist.And then office manager at the end of the week, we'll look at how many people did this. How do you balance being hands on with empowering your team to take ownership of these systems versus it's seeming like, man, he's just micromanaging everything. David: Yes. Yeah. The main thing there is depending on what the work is, you've got to Systemize all of the things that need to happen in business.There are certain things that kind of just need to happen a certain way. patients will need to be checked in a certain way or they have to fill out certain forms, maybe The practice or the studio needs to be set up a particular way, try and systemize all of the mundane pieces or parts of business that just need to be done a certain way.And sometimes leaving out the creative part or doing those types of systems a little bit more high level, You, you've got to think about who's doing the task and documenting to the level that's required for that person. If they're a skilled operator, you don't need to tell them well, here's exactly how you log into MYOB.Here's the exact buttons that you need to check. it can feel, like you're micromanaging at that level. It's art and science, to try and find the right balance for this. look at something like McDonald's, And McDonald's has systemized every possible aspect down to the minute detail, but they're also running a hamburger business that is taking very unskilled operators, flipping hamburgers.So they've got to go down to that level and it can really feel. Like micromanagement, whereas a lot of people are going to be running, a successful business with high quality team members, and you've mightnot need to get down to that level. A quote that Reed Hastings said from Netflix and he said, when we started systemizing, we wanted to systemize every possible aspect of the business. We wanted to make sure our business was dummy proof. The only thing was once we got it to that level, only dummies wanted to work there. Because they'd gone too far on the systemization spectrum.So again, lot of this has be with, thinking about the situation, the individuals and what they need to do a great job. If it feels like micromanagement chunk up a level, have a higher quality or higher level checklist that has, key milestone levels instead of these super micro details.Michael: Nice. Awesome, David. I appreciate your time. And if anyone has further questions, you can definitely find them on the Dental Marketer Society Facebook group or where can they reach out to you directly? David: Yeah, best to just go to systemology. com and there's some links through to, all of the ways to contact us or follow us on social media.Michael: Awesome. So that's going to be in the show notes below. And David, thank you so much for being with me on this Monday morning episode. David: Pleasure. Thank you.
We have unlocked the full and unedited subscriber version of episode six which we released on September 26 for Premium subscribers of The Ken on The Ken's app and on Apple Podcasts. Now you can stream the full episode on Spotify, Amazon Music , Apple Podcasts or wherever you get your podcasts for free for a few weeks.Netflix is trying hard to crack the Indian market. Ever since the US streaming giant entered the country it has been hard at work to make an impact. And over the years they've learnt a thing or two about how the Indian streaming space functions.Netflix is also not shy about expressing how it sees India as its last growth market. Most of the other geographies it has saturated its reach to a large extent, but India has always been a pain point for it to get a leg up on. So much so, that the then CEO, Reed Hastings expressed his frustration about why they weren't able to crack India during an earnings call in 2022.But from then to now, Netflix has managed an interesting turnaround by climbing down the pricing ladder on its subscriptions in India, even as it raises its prices in North America, and throwing in a somewhat limited regional and diversified slate of shows into the mix.But Netflix is clear on one thing, it sees India as its last growth market and expects to add 100 million paying subscribers in the country. But for that to happen it has to put in a lot more work and now it faces the added pressure of competing with the merged entity of Jio Cinema and Disney+ Hotstar which would create a mammoth of a content library stacked with regional content, endless range of movies and prestige television, and the massive distributional heft Jio brings to the table.All of this begs the question, given the situation, how seriously is Netflix looking at India as its last growth market?To discuss this, hosts Praveen Gopal Krishnan and Rohin Dharmakumar are joined by Kunj Sanghvi who is the Content and Creative Head at Kuku FM, and Nishad Kenkre, who presently is an Operating Partner at Verlinvest. Nishad has previously worked at Swiggy and was also Director and Head of Strategy at Disney.Welcome to episode 11 of Two by Two.Two by Two is also a newsletter, where every Friday a short storified version of the latest episode is sent out to subscribers for free. You can sign up for the Two by Two Newsletter here.(Listen to the free highlights only episode on Spotify, Amazon Music, YouTube or wherever you get your podcasts)Further reading:Netflix house will let you experience your favorite shows, movies in real lifeNetflix climbs down India's ladderFurther listening:Why couldn't Stripe become the Stripe of India?This episode of Two by Two was researched and produced by Hari Krishna. Rajiv CN, our resident sound engineer, mixed and mastered this episode.New episodes are released every Thursday. So follow the show wherever you get your podcasts, and tell us what you think of the show.
>> Message me "SCORECARD" on Instagram to get access to the CEO Scorecard: https://www.instagram.com/danmartell/ >> Get The Book (Buy Back Your Time): https://bit.ly/3pCTG78 >> Subscribe to My Newsletter: https://bit.ly/3W2tjp2 Are you stuck putting out fires, juggling all the responsibilities, and still feeling like your business isn't moving forward? That used to be me - working 60+ hours a week, doing all the things… yet getting nowhere. I was burned out and overwhelmed until I cracked the code on how to scale without getting stuck in the grind. In this video, I'll show you how I went from running on empty to running a $10M business in just 45 minutes a week. What you'll learn: The ‘CEO Scorecard' that gets instant clarity on your team's performance The #1 meeting structure that ensures your team aligns every week Why you're probably wasting time in your meetings (and how to fix it) The secret to creating metrics that make your team want to self-correct A 4-part leadership framework that builds leaders without micromanaging The most important lesson I learned from Reed Hastings, CEO of Netflix about managing teams IG: @danmartell X: @danmartell
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Netflix is trying hard to crack the Indian market. Ever since the US streaming giant entered the country it has been hard at work to make an impact. And over the years they've learnt a thing or two about how the Indian streaming space functions.Netflix is also not shy about expressing how it sees India as its last growth market. Most of the other geographies it has saturated its reach to a large extent, but India has always been a pain point for it to get a leg up on. So much so, that the then CEO, Reed Hastings expressed his frustration about why they weren't able to crack India during an earnings call in 2022.But from then to now, Netflix has managed an interesting turnaround by climbing down the pricing ladder on its subscriptions in India, even as it raises its prices in North America, and throwing in a somewhat limited regional and diversified slate of shows into the mix.But Netflix is clear on one thing, it sees India as its last growth market and expects to add 100 million paying subscribers in the country. But for that to happen it has to put in a lot more work and now it faces the added pressure of competing with the merged entity of Jio Cinema and Disney+ Hotstar which would create a mammoth of a content library stacked with regional content, endless range of movies and prestige television, and the massive distributional heft Jio brings to the table.All of this begs the question, given the situation, how seriously is Netflix looking at India as its last growth market?To discuss this, hosts Praveen Gopal Krishnan and Rohin Dharmakumar are joined by Kunj Sanghvi who is the Content and Creative Head at Kuku FM, and Nishad Kenkre, who presently is an Operating Partner at Verlinvest. Nishad has previously worked at Swiggy and was also Director and Head of Strategy at Disney.Welcome to episode 11 of Two by Two.Two by Two is also a newsletter, where every Friday a short storified version of the latest episode is sent out to subscribers for free. You can sign up for the Two by Two Newsletter here.(Listen to the free highlights only episode on Spotify, Amazon Music, YouTube or wherever you get your podcasts)Further reading:>Netflix house will let you experience your favorite shows, movies in real life>Netflix climbs down India's ladderFurther listening:Why couldn't Stripe become the Stripe of India?This episode of Two by Two was researched and produced by Hari Krishna. Rajiv CN, our resident sound engineer, mixed and mastered this episode. This is a shorter version which highlights major some of the most interesting part of the close to 90 minute full episode available only to the Premium subscribers of The Ken and on Apple podcasts with a separate monthly subscription.New episodes are released every Thursday. So follow the show wherever you get your podcasts and tell us what you think of the show.
In 1998, Marc Randolph with his co-founder Reed Hastings started the now streaming giant Netflix. They started what is now commonplace in almost every American household and changed the way we view media forever. Marc will share his story on starting Netflix and also taking the helm of CEO during his time at the company before he stepped down. This week's episode is sponsored by Power Full Energy Distribution (Robert Cogan). Our on-going sponsors are RangeMe and My Way 3PL.
Johann Botha: When Agile Teams Become The Reason Agile Fails in Organizations Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. When Agile teams push too hard for transformation, they risk becoming the enemy. Johann explains how corporate "immune systems" react against new ideas, even when they're beneficial. What strategies can Agile teams use to navigate organizational resistance and avoid self-sabotage? Johann emphasizes the importance of listening, finding safe spaces to experiment, and avoiding the trap of making Agile seem like an invasive force. Featured Book of the Week: No Rules Rules by Reed Hastings and Erin Meyer Johann shares his journey through influential books that shaped his approach to management, from Tom Peters' Liberation Management to Netflix's story in No Rules Rules. How do these books provide a roadmap for progressive management practices in today's fast-paced world? Johann also highlights key texts like Accelerate by Nicole Forsgren et al., and his own work, Competing in a Digital Future, offering listeners a rich library to explore. [IMAGE HERE] Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome! About Johann Botha Johann joins us from South Africa, helping build digital-age capabilities by developing practical skills to solve problems, grow people, and facilitate difficult change. A long-time proponent of Lean and Agile, Johann consults, coaches, speaks, and writes on the topic. He is also the chief examiner for the EXIN Agile Scrum product. You can link with Johann on LinkedIn and connect with Johann on Twitter.
Built to Fail: The Inside Story of Blockbuster's Inevitable Bust w/ Alan Payne AZ TRT Flashback - S05 EP33 (249) 8-28-2024 What We Learned This Week: · Blockbuster started in 1985, and scaled quickly after Wayne Huizenga purchased it in 1987, 10,000 stores at its height, dominant video rental co. · Alan Payne instituted the Video Rental model of HEB to the Blockbuster franchises he ran – segmented movies to rent new ones for more · Wayne Huizenga was a stellar Founder who built 3 fortune 500 companies – Waste Mgmt, Blockbuster, and Auto Nation · Viacom purchased Blockbuster in 1994 for $8.4 billion, and went on to lose 75% of the value over the next decade + · Competition was fierce from Hollywood Video, Redbox and then in 1997 by a new DVD rental by mail company called Netflix · Netflix scaled into the internet company it always wanted to be with streaming in 2009 Guest: Alan Payne Alan Payne spent thirty-one years in the movie rental business, the last twenty-five of those as a Blockbuster retail franchisee. He took over a small group of Blockbuster stores in 1993 and grew it into one of the largest and most successful chains in the company. He finally closed his last store in 2018, more than eight years after Blockbuster filed for bankruptcy. Book: Built to Fail: The Inside Story of Blockbuster's Inevitable Bust From the Back Cover Blockbuster was phenomenally successful in its early years and made thousands rich beyond their wildest dreams. But it was consistently outsmarted and outmanaged by smaller companies. And the challenges began earlier than you think--long before Netflix was even an idea in the minds of founders Reed Hastings and Marc Randolph. Blockbuster became one of the most iconic brands in the history of American business, but it cracked at the first sign of a challenge. From its founding, Blockbuster was a company built to fail. Link: HERE Alan Payne Bio: Border Entertainment, LLC - 2000 to 2018 Founded a $34.2M franchise group with 41 independently owned Blockbuster stores. President & Chief Executive Officer Held complete P&L responsibility while managing executive team (CFO, VP of Product Management, VP and GM Alaska Division, VP and GM El Paso Division, VP and GM South Texas Division) with 750 employees. · Grew revenue to $34.2M with 41 stores located in Texas and Alaska. · Capitalized business with $14M debt and $3M in private equity investment. Investors received over 35% internal rate of return. Fully retired debt in 2012. · Grew sales 140% and profitability 190% during industry decline from 2000 to 2007. Expanded through same store sales increases, new store openings, relocations, and acquisitions. · Created proprietary management systems by gathering and analyzing data around financial and inventory performance. · Developed and implemented an aggressive real estate strategy, identifying heavily trafficked, high-volume locations. · Cultivated culture of loyalty, retaining employees during wind down. Alan Full Bio: HERE Blockbuster Video[5] was an American video rental store chain. It was founded by David Cook in 1985 as a stand-alone mom-and-pop home video rental shop, but later grew into a national store chain featuring video game rentals, DVD-by-mail, streaming, video on demand, and cinema theater.[6] The company expanded internationally throughout the 1990s. At its peak in 2004, Blockbuster consisted of 9,094 stores and employed approximately 84,300 people: 58,500 in the United States and 25,800 in other countries. Blockbuster – c/o Wikipedia: HERE Harry Wayne Huizenga Sr.[1] (/haɪˈzɛŋɡə/; December 29, 1937 – March 22, 2018) was an American businessman. He founded AutoNation and Waste Management Inc., and was the owner or co-owner of Blockbuster Video, the Miami Dolphins of the National Football League (NFL), the Florida Panthers of the National Hockey League (NHL), and the Florida Marlins (now Miami Marlins) of Major League Baseball (MLB). Wayne Huizenga – c/o Wikipedia: HERE Notes: Seg 1 Blockbuster was the premier video rental company in the 1990s. To put it in perspective how big they were, they brought in more revenue than theater ticket sales. To add to that, if a movie bombed in the theater, it could be saved by video rental. Also with the introduction of DVDs in the late 1990s, movie studios started doing direct to video movies that would be released in rental stores like Blockbuster. Pre-Internet was a different era for retail sales. In the 1990s you had huge retail companies like Blockbuster for rental movies, Tower records for CDs and music, and Borders for books. In the 2000s with the rise of the Internet, these businesses were all under attack. Netflix was growing with streaming, iTunes add streaming music, and Amazon was out selling borders with book sales. In the mid-1990s Blockbuster at its height was the dominant video rental store with 40% market share. Hollywood Video is their main competitor with 20% market share. Per Alan, half the weekly rental business was done on Friday and Saturday night from 7 to 10 PM. Blockbuster on weekends was the place to be, where the community was literally gathering for family night in movie rentals. There were new releases that came out every week and this section of the store was usually the most popular. With the introduction of the VCR circa 1985 the video rental business took off. There were tons of small mom and pop video rental stores. The business didn't really have to be run that well as the industry was exploding. Prior to this it was very difficult to see old movies. You had to have seen them in the past in the theater or wait for Network TV to air them. There was no control and very limited choices. With the onset of Blockbuster in 1985, the video industry became more organized and professional. Blockbuster also had 6000 movie titles to rent, and scaled fast, opening stores by the dozen+. Cost for Blockbuster to buy a movie was $70 per movie. They needed to rent the movie 20 times just to break even. Blockbuster stores count were 5500 stores in the US, 1000 were franchisees and then corporate owned 4500. Corporate stores were typically in the larger markets, while the franchises were in the mid and smaller markets. Seg 2 Alan bio, in the 1980s straight out of school he went to work for HEB grocery, the second largest grocery company in Texas and privately held. It was a $25 billion company run by CEO Charles Burt In 1986, with the rise of Blockbuster started with just 30 to 40 stores. In 1987 HEB grocery started in the video business using Blockbuster as a model. They would own single location stores that were about 5 to 7000 ft.² in size. H-E-B eventually opened 35 stores and was beating Blockbuster in sales had to head in the markets in Texas like San Antonio for example. A few years later HEB sold out to Hollywood Video and Hollywood Video went public. In 1993 Alan got into franchises of Blockbuster working with Prime Cable. The business was struggling as Prime was not a retail company. They had 8 stores in Alaska and 10 stores in El Paso, Texas. Alan instituted the H-E-B model and was able to turn the stores around. Blockbuster Business Model - Blockbuster legitimized the video business, and made it more professional than the original mom and pop stores that were not run well. Wayne Huizenga had bought Blockbuster early on when it just had 20 stores and he grew it fast. The formula was simple - all movies regardless of whether they were new or old or rented for three day at $3. The demand for new movies was huge. Blockbuster could've charged more renting new movies. Alan used the H-E-B grocery video model that was developed. Rent movies by the day and charge more for new releases. Older movie you could charge a $1 a day and people could keep the movie for 3 to 5 days. There was actually a lot of demand for older movies, and they were 15,000 movie titles of older movies in demand. Seg 3 Wayne Huizenga is a great CEO and businessman. He was the only man to build three fortune 500 companies, Waste Management, Blockbuster, and Auto Nation. Auto Nation was run by CEO Mark Jackson, and is the premier car dealership. Wayne admitted he was more interested in building the thing, not running things. He also went on to buy the Miami Dolphins in football in the 1990s, and start the Florida Marlins baseball franchise. Blockbuster stores were well run, attractive, and demand was high. Their franchise colors of blue black background and yellow Blockbuster writing on the sign were easily visible. They also picked very good real estate locations for their stores. In 1994, Wayne sold Blockbuster to Viacom for $8.4 billion. In just seven years, built valuation from 1987 to 1994 when built up the business for a return of hundreds of percent. He paid $15 million, and sold it for $8.4 billion. Viacom rolled the business into its total corporate structure and six years later they spun it off at a $1.5 billion valuation in six years, they lost 75% of the value of the business, it was poorly run. Viacom was a TV company with major networks like Nickelodeon run by Sumner Redstone. He wanted to get involved in the movie business and use the Blockbuster purchase eventually to get Paramont studios. Blockbuster when purchased was cash flowing $1 billion a year, it was making lots of money. Steve Berrard was named the CEO of Blockbuster after the Viacom purchase, and only lasted one year. Then Bill Fields was brought in as the second Viacom CEO of Blockbuster. Fields had a Walmart background, so he was hired for his experience in retail. He had no clue though how to run the video business. He also lasted less than one year, and the cash flow was starting to go negative. Seg 4 1997 the DVD was introduced and this would change the movie and rental business. DVDs were created to be sold direct to consumer. 1997 is also the year that Netflix started with their DVD rental business through the mail. In 1999, the video rental business peaked at $10 billion a year in revenues. Post 1999 thru 2006 sales were flat to small growth. 1997 Blockbuster got their 3rd CEO, John Antioco, who served as Blockbuster CEO from 1997 through 2007. He also had a retail background and marketing. He had been at Taco Bell briefly, and prior to that he spent 20 years at 7-Eleven. 7-Eleven is a huge retail store that's really about location and real estate. They sell gas soda beer and cigarettes. They are not known for being great in retail. One thing John did as the new blockbuster CEO which was good, he started to engage with the franchisees. In the late 1990s you were starting to see technology in the Internet slowly affect new businesses. When Netflix was created they always intended to be an Internet company, it just took them 10 years to get where they wanted to be. John running Blockbuster that stable to slow growth. He doubled top line revenue and doubled the amount of stores blockbuster had but the profit margins went down. Had its height in the early 2000s blockbuster at 5500 US stores and 3 to 4000 stores outside the US. Blockbuster at the typical business fix cost of rent labor and taxes, which were slowly increasing year after year. Gross margin is just the rental revenue minus the cost of the product. The cost of the DVD product have been cut in half by the early 2000s. DVDs were made cheaper as the movie business was trying to sell direct to consumer, and kill the rental business if possible. The rental business revenues started flattening out post 2005. Sell through business for DVDs from movie studios was increasing every year, and had tripled in just a few years in sales. In theory, Blockbusters gross margin should've gone up but instead was declining. They had the Proto typical business math problem of high costs and not enough sales. The Great Recession of 2008 was really the beginning of the end for Blockbuster. By 2010 blockbuster and filed bankruptcy. It was the end of an era of a very strong stable business at one point for video sales rental. Seg 5 – Bonus Netflix started in 1997, with a business model of DVD rental via the mail. Even though Netflix only had a small portion of market share, by 2004 blockbuster felt compelled to compete with Netflix on the video rental via sales but failed. Netflix originally did not have their subscription model. That model was added a few years in, circa 2007. In 2010, Netflix started adjusting their business model and experimenting heavily with streaming. The streaming business model for Netflix really didn't take off until post 2010. Netflix created their AI recommendation model. This taught their subscriber base how to enjoy titles. Netflix overall model was customer centric. If a customer liked comedy Netflix could recommend 10 more comedies to them. Another thing the customers loved was Netflix would release the full season of the TV series at one time. This created the streaming binge watch phenomenon. By contrast Blockbuster had tons of customer data but never did anything with that data. In theory Blockbuster could've been Netflix, and at one point almost bought Netflix. Netflix original niche was renting older movies with the recommendation model. Netflix also created the queue system. Netflix sent titles in a customer's queue of 20 movies and would control what movies the customer would get sent in the mail. In 1998, Blockbuster had to start a revenue sharing of profits with movie studios and this really hurt gross margin in the video rental business. Unit volume sales were not stable as time went on. Overall top line volume sounds was inconsistent. Blockbuster at one point tried the subscription model, but physically in stores. It failed for it did not work in an actual brick and mortar retail store. Blockbuster in the mid-2000s used gimmick solutions which never really addressed the fundamental problems that were happening. Reed Hastings of Netflix offered to sell the company to Blockbuster in 2000 for $50 million. Netflix wanted to join forces. Reed Hastings goal from day one, was to be an Internet company. Blockbuster was not able to work out the deal, so it never materialized. Reed Hastings of Netflix was a true founder and original. He had vision. Founders may not be the best operators all the time, but they must have vision. There are some founders though who not only have vision, but also can be an operator. Examples are Reed Hastings of Netflix, Steve Jobs of Apple, Mark Zuckerberg with Facebook. Wayne Huizenga was a founder, but not an operator. You go from the founder mentality to the operator mentality, but this never materialized in the history of Blockbuster. Overall, Blockbuster management never really understood the business they were in. They were in the customer business, but never really focused on the customer. This is how over the long term they were beat out by companies like Netflix, and even Amazon. Peter Drucker (famous business consultant) would ask the important question: ‘What business are you in?' – to understand who your customers are, what they need, and how to market and sell to your customer Postscript: Alan Payne closed his last blockbuster store in 2018, and then wrote the Built to Fail Blockbuster book. He does not know what his next endeavor is…. If you enjoyed this show, you may like: BRT Marketing: HERE BRT Business: HERE Investing Topic: https://brt-show.libsyn.com/category/Investing-Stocks-Bonds-Retirement ‘Best Of' Topic: https://brt-show.libsyn.com/category/Best+of+BRT Thanks for Listening. Please Subscribe to the BRT Podcast. AZ Tech Roundtable 2.0 with Matt Battaglia The show where Entrepreneurs, Top Executives, Founders, and Investors come to share insights about the future of business. AZ TRT 2.0 looks at the new trends in business, & how classic industries are evolving. Common Topics Discussed: Startups, Founders, Funds & Venture Capital, Business, Entrepreneurship, Biotech, Blockchain / Crypto, Executive Comp, Investing, Stocks, Real Estate + Alternative Investments, and more… AZ TRT Podcast Home Page: http://aztrtshow.com/ ‘Best Of' AZ TRT Podcast: Click Here Podcast on Google: Click Here Podcast on Spotify: Click Here More Info: https://www.economicknight.com/azpodcast/ KFNX Info: https://1100kfnx.com/weekend-featured-shows/ Disclaimer: The views and opinions expressed in this program are those of the Hosts, Guests and Speakers, and do not necessarily reflect the views or positions of any entities they represent (or affiliates, members, managers, employees or partners), or any Station, Podcast Platform, Website or Social Media that this show may air on. All information provided is for educational and entertainment purposes. 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August 29, 1997. Netflix is founded as a DVD rental service by American tech entrepreneurs Reed Hastings and Marc Randolph. This episode originally aired in 2023.Support the show! Join Into History for ad-free listening and more.History Daily is a co-production of Airship and Noiser.Go to HistoryDaily.com for more history, daily.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
When Silicon Valley entrepreneurs Reed Hastings and Mark Randolph registered the website that would become Netflix on 29th August, 1997, they named it ‘Kibble' after a previous idea they had for a dogfood company. But their new concept - mailing DVDs out in the post - would become one of the big success stories of the dotcom era. To test the model, they sent a Patsy Cline CD through the mail; within a year, they had 30 employees and a growing library of nearly 1,000 DVDs. Their first day saw them ship 137 DVDs, crashing their servers from unexpected demand. Despite the challenges, by 2005, they were mailing out a million DVDs a day, making Netflix a significant player in the DVD rental market - and positioning them perfectly to revolutionise the industry all over again with online streaming. In this episode, Arion, Rebecca and Olly explain why Blockbuster (the then-giant in movie rentals) turned down the opportunity to buy up Netflix for just $50 million; consider Hastings' apocryphal origin story; and reveal how the founders created not one, but two game-changing TV companies… Further Reading: • ‘Netflix: Did one late video really bring down Blockbuster empire? (News.com.au, 2020): https://www.news.com.au/finance/business/other-industries/true-story-behind-netflixs-rise-and-the-downfall-of-blockbuster/news-story/407f8f2305d2800125b3cc9329c48bc4 • ‘Netflix's 20th Anniversary Is Nice, But It Doesn't Matter' (WIRED, 2017): https://www.wired.com/story/netflix-20th-anniversary/ • ‘Netflix ad' (Netflix, 1998): https://www.youtube.com/watch?v=akWxRqObbEM Love the show? Support us! Join
Renan de Villiers, CEO and co-founder of OSS Ventures, discusses his niche in B2B SaaS for manufacturing. He explains that manufacturing accounts for 25% of the world GDP and highlights the importance of software in factories. Renan shares his experience as a former factory director and how it led him to start a venture builder and investment firm focused on SaaS B2B for manufacturing. He emphasises the challenges of scaling executive talent in mature companies and the need for better incentive packages in the VC world. Renan also discusses the state of the economy, de-globalisation, and the future of manufacturing. The conversation explores the importance of hardware in tech companies, the challenges of scaling businesses, and the myths and realities of venture capital. It also delves into the personal journey of the guest and his sources of inspiration.takeawaysManufacturing accounts for 25% of the world GDP, making it a significant niche for B2B SaaS.Scaling executive talent is a challenge in mature companies, and better incentive packages are needed in the VC world.The US is decoupling from China, and there is a trend of reshoring and nearshoring in manufacturing.Energy and chip production are becoming increasingly important in the manufacturing industry. Hardware will play a significant role in the success of tech companies in the future.Scaling a business involves two major breaking points: transitioning from founder-led chaos to a more structured approach and managing the challenges of communication and processes as the company grows.Founders need to be willing to adapt and change as their company scales, and sometimes, that means letting go of the chaotic energy that fuelled the early stages.Ideas do matter in business, but they are nothing without execution.Success in life is measured by the impact you have on others.Recommended books: 'No Rules Rules' by Reed Hastings and 'Hunger, Famine, and Wealth' by London philosopher.Recommended podcast: 'Revenue Builder' for insights on revenue generation in B2B SaaS.Chapters00:00 Introduction and Niche in B2B SaaS for Manufacturing02:11 Scaling Executive Talent in Mature Companies06:21 Challenges in Incentive Packages for VC-backed Companies13:22 The Decoupling of the US from China24:07 The Importance of Energy and Chip Production in Manufacturing25:55 The Role of Hardware in Tech Companies30:25 Scaling Challenges and Breaking Points32:17 Adapting as a Founder During Growth39:37 The Importance of Ideas and Execution45:22 Measuring Success in Life49:08 Timeless Inspiration from 'Meditations'49:53 Debunking the Myth: Ideas Do Matter
By Walt HickeyWelcome to the Numlock Sunday edition.This week, I spoke to Julia Alexander, digital strategy consultant and author of the new blog Posting Nexus.Julia's brilliant, she's been one of the most insightful and compelling minds on attention — where we allocate it, how we measure that, and what becomes of that — for several years now, and when I learned about this new project I was incredibly excited to get her on a Sunday edition to hear more about what's got her, well, attention. We spoke about the incentive structures of the internet, attention as digital currency, and how online trends redefine culture.Alexander can be found on X and Threads, and the project is Posting NexusThis interview has been condensed and edited. Julia Alexander, thank you so much for coming on.Thank you for having me. What an honor.It's always great to talk to you. I've been a fan of your work for a long time, and whether it was your independent newsletter or this new thing, it is always really, really fun to talk to you about what people are consuming and watching and reading and seeing.Thank you, I appreciate it.I wanted to talk about Posting Nexus. It's a new project that you are launching and it is a really fascinating dive into attention and essentially how it has become commoditized, how we use it on the internet, and where it goes. Just to back out a bit, can you tell me a little about why you wanted to go in this direction and start this thing up?Posting Nexus came out of this obsession I have with understanding why people do what they do on the internet and how that affects what they do or don't do off the internet. I now work at Disney, and we won't get into any of that, unfortunately, but a large part of my career was spent looking at the development of the streaming industry and the reality that people's attention was moving away from these closed-circuit traditional distributors to more open-circuit digital distributors who were operating at a pace that was almost relentless, and that was in large part because the attention we gave to digital services was relentless. When I moved into Disney, it didn't stop me thinking a lot about why people do things, where they give attention, and what they want out of attention.So, I decided to launch Posting Nexus, which is me and a few friends who are doing this, edited by the brilliant Allegra Frank until someone very smartly hires her full time. As I say in the intro, it's not a newsletter, it's not a blog, it's kind of just a harbor for thoughts about a lot of this stuff. It really came out of this idea that you can boil down a lot of what people want and where they decide to give their attention into a matrix that I call the IPA matrix, which has nothing to do with beer. It has everything to do with identity, platforms and attention, and when you take those three circles and you put them into a Venn diagram, you get incentive structures and quite often hidden incentive structures. These exist for both the bottom up, so that's us doing things on the internet, and the top down, which are these massive conglomerates who build things on the internet.A great example would be when we look at something like Barbenheimer, which was effectively just an offline manifestation of online attention. Part of the reason that movie did as well as it did is because it leaned into the idea that my identity, which is formed by my interests and the platforms where I socialize, where I'm getting my social capital, and the attention that I receive for participating in this culture then create an incentive structure for me to go out and participate in something in order to post.My general theory on a lot of the tension now is that you give attention in order to receive attention, and through the democratization of a lot of the stuff that we do, we've made it much easier to receive attention by giving attention. I think that constant focus on receiving attention by giving attention leads to this kind of posting nexus.I am very interested in this, just as you are, and our jobs touch on this a bit. You saw it with the technology of film. Charlie Chaplin used to be able to do three shows a night and hit three audiences, and the technology of film made it so that he could be in every cinema in North America, if not further. It seems like what we've had recently is the next advance of that, so now all those audiences within those audiences can entertain each other as well. It's fundamentally inverted a lot of where we gather our attention from and how we disperse it, to the extent that I think it does terrify some people. I would love your thoughts on how this very unique moment we find ourselves in makes this such a fun topic to go into.What's really fascinating is that what's underlying this entire structure is the idea that growth is the end state, that growth is the final destination, and if that is the final destination then there's no real final point. If we think about that in terms of your own life, if you're listening to this, maybe you're a writer and your end point is a book, or you want to write a novel. If you're working within a large company, maybe your end point is CEO or vice president. There actually is an end point.When we think about the way our lives are constructed, which are intrinsically more digital than they are physical at this point, there is no end point. The numbers on your follower count continue to go up and your value, you as a person, is intrinsically tied to making those numbers go up, which means you create labor for companies effectively for free, right? There's this idea that if you do it enough, some offline benefits will occur. If you're an influencer, maybe you'll get a free trip to Rome; if you're a poet, maybe you'll get a book deal out of it. There's this incentive to continue creating free labor for these conglomerates.But if you're the conglomerate — and this is what I like to spend a lot of time on in Posting Nexus. It's not just why we do what we do, it's how are we incentivized by companies that are then incentivized by their own ambitions. If you look at what they've started to realize, it's that they've run out of space to grow, and by space I mean they've literally run out of people. They cannot reach any more people than they're going to reach. If the planet is the best example of finiteness, that's where they are, but they're designed to incentivize growth, so what do they do?If you're on Instagram, all of a sudden you're posting photos, but have you thought about posting a video on this new form of entertainment called Reels? If you're on YouTube, it's Shorts, and if you are an Uber customer because you love taking cars somewhere, have you considered getting your food via Uber? It's finding different ways to capture more slices of pie within someone's attention based on the necessities of their life.Getting into the mixture of business strategy and cognitive behavioral reasoning really starts to help us illustrate why we do what we do on the internet. What I want to do with Posting Nexus quite a bit, and maybe this is going to sound a little naive or a little childish, but I want to figure out a way for us to build a better internet that we understand.If we know that we do this for Facebook, that might not stop us from posting because we like to connect with our friends. Or on Twitter, I like to post to get likes because I am also addicted to the dopamine rush from when we do those things. But if we intrinsically understand that what we're doing is operating within this growth state and we want to get to a steady state where actually just the right level of attention and just the right level of input is going to provide a much happier and a much more mentally healthy lifestyle, how do we get there by working on what we can do and what we can control versus what we can't do?I want to dive into so much from there, just because you hit on something really interesting that got me thinking. There are basically 330 million Americans and there are 24 hours in a day, so that's essentially 8 billion hours that you can have from America. That is the total addressable American time.I think what you're getting at is that we are brushing up on that; there's a point at which growth really can maximize. Let's say you've got 2 billion hours for sleep in the aggregate, and another 4 billion hours for work. We are getting to the total addressable market of American time if we really think that growth is the only way to go about it. I would love for you to speak more to that element of it, because that was really interesting.I think about this joke from a few years ago that you'll remember. The prompt for the joke is that at one point, Netflix's former CEO, Reed Hastings, said “Our only competition is sleep,” and then a few years later, the Pokémon company came out with Pokémon Sleep. All of a sudden it was like, well, Pokémon figured out how to beat sleep. The eight hours a day you actually don't have my attention, finally they figured out a way to get into it. It almost feels matrix-y, right? It feels very dystopian.The thing about growth is that we don't talk a lot about cost. A great example of this comes from this great economist, Herman Daly, who died in 2022. He pointed out that GDP is a really weird factor of just looking at the economic value of a country. It's the growth of product, and when we look at the growth of product, it's been 50 times what it was 50, 60 years ago — in large part because of private companies, because of Reagan economics, you can get into a whole economic debate about it. We don't talk about the cost, both of resources and of time and health that go into creating that product. And if we look at the cost, actually, is it a net benefit or is it a net consequence?Attention by nature plays on two core strings: It plays on how I view myself and my value, which is then the attention I want, and it plays into where I know I can get that attention, and right now that's platforms. It used to be that your growth was in a very limited base. Your growth was in a group of friends, at a company, maybe on your soccer team. There was a very limited group where you had tangible benefit or tangible consequence. Both are good, depending on the attention you sought out.When we add in platforms and the ability to go and seek that out, tie what you know works to your identity, and take in all of this dopamine as well as all of this increased anxiety, when we have that playing out the same time you see third-party spaces disappear so people are not spending as much time with each other in real life, what you get is this growth that's going to end in total, not just disruption, but total destruction for a lot of people. You cannot keep going this way. It used to be, to your point exactly, Walt, that you would stop for eight hours to sleep, and now you stop for six hours to sleep. Or you would go to bed with a book and now instead you go to bed with your Twitter feed.We haven't given ourselves a chance to recover from the trauma of the last decade, especially the last five years. We've been running nonstop ever since basically the invention of the internet, but really the launch of the app store. We've been in this moment for the last 15, 16 years, and at some point, the speed we're running at — the necessity for growth, which is just finding ways to take more of your attention, more of your free labor, and create something out of that and ask you to keep sticking with companies — is going to run out.What I really want to try and figure out with Posting Nexus is where is the health, the net benefit? The net benefit is socialization, it's communication, it's connectivity. That is a net benefit. It's entertainment — entertainment is a net connectivity. We have more democratization of creators, which means we have more voices, which means we have more points of view. That's a net positive.It was a net positive for publishing back in 2010. You were getting stories on maybe Gawker or HuffPost or BuzzFeed that you were not going to get in The New York Times. It didn't mean that one was less valuable; it just meant there was a different POV that the democratization of publishing allowed for. But at some point when everyone had an opinion, when everybody was publishing and Google didn't know how to rank it, you lost authority and you got more disinformation. That became a really bad thing.With Posting Nexus, the underlying point is that we have such finite attention to give, even though it's sold to us as an infinite level of attention. We have a finite level of attention we can receive, even though we're told it's an infinite level of attention, and if we keep striving for growth, growth, growth, eventually you create a world that is unsustainable. With Posting Nexus, it's effectively an equation: How much can you do for net positive before you do too much and tip over into net consequence?That's such a good point, that from the perspective of the companies, they're arguing that growth could continue indefinitely. We can always make more money, but time is definitionally the one thing that you can't make more of.That's the thing with Posting Nexus that's really fun. For people who might not know my background, I started as a blogger for Vox Media, Polygon, The Verge, and then I went into being a strategy consultant, which was great. Recently, I wrote for a publication called Puck and there was a column dedicated to streaming, what was happening with streaming, and trends that were happening with streaming, which was, to your point, effectively an attention story. It was “YouTube is taking attention away,” that kind of story.What I've missed is this idea of being able to have thoughts longer than a tweet and put them somewhere. For example, we've got a bunch of really interesting stories coming out with Posting Nexus. We're looking at the value of The New York Times in 2024, kind of tied around a lot of the Biden coverage before he stepped down. We've got things on decreases in posting and how social media platforms turn into entertainment platforms and what does that mean for how we approach them.We also have really funny things, like a piece on how J.D. Vance as the first main character candidate was always going to happen because he's the first VP candidate ever who has an online history, like in terms of actually posting when he was 20. That's something we've only really seen with influencers over the last decade, and seeing how they've gone through it gets us to this moment where we can inevitably see where Vance goes.So we've got a lot of really fun stuff, but it all plays into this idea that we give our attention to things and our attention rewards through monetary incentives. Both Walt and I have worked in digital media, and when you give the attention to people, it then gives them a monetization pathway, and that's the number one incentive structure. If we think about how we give attention, how we then better focus that attention on something where we know the end result actually is a fiscal reward for a lot of companies or creators, how does that change the way we operate on the internet? And how does it change the way we want to receive some of those benefits, if that's something we want to do?We're getting into a world where your level of posting is the only growth that people have left to chase. This is all these companies have: that you're spending your time consuming Instagram stories. We need you to post in DMs because we know that's where you're spending time because the future of the internet is much smaller. We need you to create a post in a DM that steals from a post that's in your feed in order for us to then serve your data. There's all of that. People intrinsically know this.The New York Times? Our mutual friend, Ryan Broderick. Casey Newton, who writes Platformer. They are very good at writing about this. What I want to get at is the underlying incentive structures that we don't always talk about that are inherently tied to everything you do. If we break that apart, both from a strategic standpoint and a psychological standpoint, how do we better understand the internet that we are helping to create?This has reminded me of genuinely one of the first conversations that we had, which was us talking about Wattpad. A few weeks ago they IPO'd, and I think they still remain an incredibly interesting company. It just grounds some of these headier ideas we're talking about. Wattpad is a good example of a company that became a very wealthy company and a very valuable company because of the broad, dispersed labor of a lot of other people.Wattpad is a great example. I will say in full transparency, I do own shares in Wattpad. I went in when they were public, and this is not financial advice. I think those are the two disclaimers I have to have.Wattpad's very interesting. Wattpad — which is now Webtoon. They merged with a South Korean online comic company a few years ago — existed as a place where people could go and upload their fiction, often a lot of fan fiction. You had 14-year-olds writing stories for other people on the internet. What was interesting about Wattpad was that when it started around 2010, it was one of the first mobile app success stories. It worked because of the iPhone and Androids.You had people who'd go on and they would read their little stories and they would follow creators, but there was no actual financial incentive because you weren't paying the creators. The incentive was building a follower base. You had a lot of people at 14 who tended to be the audience for Wattpad, especially 14-year-old girls who were dealing with a lot of self-negativity in their real life, because they're teenagers coming of age in the time of Tumblr and Instagram and there's a lot of self-negativity on those platforms for young teenage girls.This was an opportunity where they could share their very specific, niche interests. They could write fan fiction about One Direction, or they could write fan fiction about their favorite anime, and they can write their short stories and have a really solid community of people — like LiveJournal for us — come out and say, “This is really great. You're talented, we'd love to continue reading.” And you could see your success and that attention you're receiving grow literally in the number of followers you had. It became this wholesome space away from the internet in a different way.I can't remember exactly the year they did this, but then Wattpad starts introducing financial incentives. There's this idea that you can charge for chapters as you're releasing them and people can subscribe to you for early access. As Wattpad continues to develop and they realize there's this really strong audience of content creators who are creating pretty well-thought-out content that would make for really good movies and TV series, Wattpad then launches its film division and says, we want to work with creators on this platform and bring their work to Sony Pictures, to Netflix, to Disney. We want to get them books.So you have movies like To All the Boys I Loved Before and that genre, which did not start on Wattpad, or you had After, which did start on Wattpad, and you had all these movies coming out that were gaining a larger audience. These authors then create a cycle of further posting, right? Because now people are saying, I can do that. I have access to Wattpad. I think I'm a good writer. And you see, which we've seen over and over again, how it goes from 1,000 subscribers to 10,000 to 10 million to 100 million users who are all posting in an effort to get attention.What's really interesting is how we define the value of that attention, because it used to be that the value of attention on the platform when people first started was from other 14- or 15-year-olds. It was a very peer-to-peer situation. It was, you are writing for someone like me.Now that value is defined by a Netflix executive in their 50s who says, I really think there are 14-year-old girls who would like this type of movie. That's really popular on the site, so we're going to work with Wattpad. The value has now become entirely backed by a financial reward. And if it's not backed by a financial reward, it's still within the follower count. What you get now is this company who — again, I bought shares in it — I think has a really strong business operation, because you have an endless supply of content coming in. You only need to pick a handful of titles that you think will appeal to these larger companies, and then you work with the author on getting them into this three-picture deal with Netflix.All of a sudden you're in between a very traditional world of moviemaking and television series, and you have this constant supply of free ideas and free content coming in that you technically can own the rights to if you work with a creator. No 17-year-old writer at this point is going to say no to having a movie on Netflix. So you get into a really interesting constant flow of supply with very high levels of demand that you can then cherry-pick.The other version of this — which is another company I have shares in, and this is not financial advice, for transparency — is Reddit. Once Google aligned and said, hey, people want more familiar answers when they're searching for “do I have cancer,” Google said, we can just pull from Reddit. It's going to help us with our AI and we can just serve that instead of having to pay The New York Times to have this.All of a sudden you're in this world where Reddit becomes the future of the internet because Google is the still the main pathway to the internet. And if you're pulling from Reddit, what does that do to authority? What does that do to the incentive structure to be popular on Reddit? Which for a while was just, did you show authority and knowledge within your own subreddit community? Now it takes on a whole new world.The business applications of controlling the supply of attention, putting it through a very narrow passage by cherry-picking demand, and how you can sell that demand, is kind of where we're at right now with a lot of these user-generated-content platforms.I love that. They found a way to sell, or at least monetize, like in Reddit's case, respect and reputation in the form of karma. And with Webtoon, I was shocked to see that they're like a $2.8 billion company now. There have always been web comics on the internet, but they were the first to really roll them up into Webtoon. There has always been fan fiction on the internet, but they were among the first to roll them up into this package.AO3, Fanfiction.net, they're not trying to develop a flywheel to give you more attention. They're excellent communities and they retain a lot of that original character. But the thing that Webtoon was really interested in is that they realized the currency of their realm is attention and followers, and now they are a multibillion-dollar company.That, I think, was one of the more compelling stories from this summer. When I saw that you were coming out with Posting Nexus, I was like, oh man, there could not have been a better moment for this. There could not be a better moment to really think about how attention works online.Yeah. And I know you'll appreciate the underlying part of this, because I know you are, and I mean this with all the love, a giant nerd.Gigantic.But one of the best stories I wrote when I was at The Verge — not in terms of it being a good story, but in terms of me liking it — was when I talked to the Wattpad team, the Webtoon team, and said, how do you incorporate data? You have huge numbers of chapters being uploaded every single day from all these authors that come on.They developed a tool, which will sound very familiar to anyone who's ever worked in SEO, where they look at every single word and they look at very specific trend words and try to figure out if it's reaching an audience cluster or cohort that is in demand from other studios. For example: Latino werewolf. Is there an audience for Latino werewolf romances? They can track it, and they do track it. Then they play around with the recommendation algorithms and some of the product placement, and as that grows, they then say, okay, we want to hyperfocus on this in order to sell.That, to me, is the other underlying part of the attention story. There was a really great article by John Herrman, who works at New York Mag, and he talked about whether Twitter is back or not back. He ends his article by saying it doesn't really matter, because according to Twitter's CEO, it is back. According to Elon, it's thriving. It was this idea that Twitter inherently feels very small because communities have gotten smaller. What you think is important is what's appearing on your feed, right? This is how something could be super viral on TikTok for you and no one else has ever heard of it.That idea started with companies like Wattpad and Reddit. They started with this idea that has a really strong impact on this audience and the equation they do. And I worked with companies — not Wattpad, not Reddit — as a consultant on this exact equation, which was: How monetizable is this small audience compared to that small audience? If you're going to look at your cost, where are you going to get the strongest return on your investment?We do that now across a million different cohorts every single day. It's just, where do we think the attention that we're receiving, because they are getting attention from the small group, actually transfers into an action that we can better monetize versus what's the attention that we're seeing that is not going to transfer into a monetizable action. You do that equation, and what that ends up doing is restructuring culture.Imagine Twilight today. Someone would've been like, queer vampire? We think that audience translates into highly monetizable. Now you have Simon and Schuster, Netflix, YouTube — you have all these companies saying, okay, there's a trend here. So we're going to see a new volume of content support that trend. Then a year later, all of a sudden, The New York Times writes a story about how everyone's into queer vampires.It's like, well, that started because someone looked at a cohort of strong attention and said, that's monetizable. It just blew up into redefining what culture is. That's pure attention online that transfers offline.That idea of “this niche is monetizable; this one's not” feels like that's been every success story on the internet for the past decade.When you were describing that, I was reminded of my favorite genre collision, which created something that could not have existed before the internet: the success of D&D podcasts and D&D content, whether it's Critical Role, or you see all this stuff on Dropout doing phenomenally well right now. That only happened because there was a group of niche fans that really, really clicked with something. They realized that this stuff is easier to produce than scripted content sometimes, and you could just see the value proposition make sense to people in real time. Now they're selling out Madison Square Garden.Seeing this very market-based thing, as you were describing, was like, oh man. We've seen this happen. That's really cool.I'm so happy you said this, because it's kind of the end point of what Posting Nexus wants to get at. The fact that things happen in one area and then move somewhere else happens all the time. You watch your favorite football team and then you go watch them play at the stadium. You discover your favorite singer via an album and then you go watch them play a concert. That's super traditional.What we're seeing now is a continuation of that, but it's fascinating to me. I think about this with Critical Role; I think about this with the Pod Save America guys. Effectively what they're doing is taking this attention that you've given them and monetizing it in a new way that feels weird to us because it's different from a superstar musician or a team sport that has always existed in the offline. This is a group of talent, a group of people that we associate solely with being online. And we have that really strong parasocial relationship with creators, because we literally watch them in our bed, even more so than TV. They're in our bed and we listen to them on their podcasts, because they can't just have a YouTube, right? Now they're podcasting, and they're finding different ways to capture more attention.It says a lot about how much we cling to human connectivity. This is my general barbell thesis, is that the world going forward, online or offline, is implausibly big — implausibly big like Christianity, or Taylor Swift — and addressably small. Which is still good; it just means monetizable, like Pod Save America or Critical Role.The whole goal of the first one is that you don't actually have to do 90,000 different things. People will come to you because that's what they crave. They crave that connection. And the second one, the more opportunity you give people to come and see you physically and have that connectivity, have that connection, the more you're going to be able to split how you want your attention eight different ways. Now that they've seen you, maybe they'll buy the book you're selling as opposed to if you just had the podcast.When we give attention and when people demand our attention in different forums, how does that then create these trends within business, within culture, the way we look at religion, the way we look at physical spaces? How does that impact our life offline? So again, it's that general thesis of why people do anything they do online, and how does that translate to what happens offline? That's the obsessive point for me.You've been so generous with your time, I want to make sure we bring this one home. You and I have both worked for the biggest entertainment company on the planet, you and I have both had independent newsletters that were profitable, and it is comforting to realize that it's not simply everything gets eaten or nothing survives. There is a vibrant version of the internet that has all of this.My favorite topic, which I annoy everyone in my life with, is history. I realize that makes me the most boring person on the internet, or just the most average person on the internet, but the thing I really like about history — whether that's ancient, modern, whatever it is — is that nothing is new. Everything happens again and again, so the internet and the fight for attention is like forms of religion battling it out during the Crusades. I mean, it was far more violent, and I'm glad we're not in those times, but it's this idea of what you're choosing to give attention and therefore power to, how we then take that power and tie it to our identity, and our way of communicating and the incentive that we have at the basis of all this is the same.What the internet has done is create unprecedented scale and rapidity that we can't even comprehend. We don't even have time to sit and think, oh, that's crazy that that thing happened. The publishing industry was wiped out, but we don't even have to do that because there's this new thing that's happening and it's newsletters. Which by the way are just pamphlets, which by the way are what people used to print the 1600s, right?It's not new, and yet for us because of the abundance of information that we have coming in, the abundance of content, of entertainment, of distraction that is demanding our attention, we don't have time to sit back and think, what was then five minutes ago and what will be five minutes from now? As we look at some of the biggest power players that build out a lot of these demands — whether it's user-generated social media, whether it's entertainment, whatever it is — bring it back down and really sit and think: What have I given my attention to today and why did I do that? What did it bring to me? And actually, what if I didn't want to do this?You kind of see this with Gen Z, by the way, who are like, I want a phone that's not connected to the internet. Them realizing this is not actually good for me, but what do I need in order to stay connected and feel that really strong presence of humanity?Big question. To your point, it's a super heady topic. What I try to do with the blog is bring it down into a topic that makes sense, that we can actually, tangibly grasp, while asking that question, which is why do you do anything and how has it affected you offline today?In your intro post you had a line saying it's a humongous topic, and there are a million tendrils to pull on. I am very excited to read those million tendrils. It is called Posting Nexus. I'll be sure to link it out.Julia, where can folks find you? Where can they follow you? Where can they see what you're up to?Wow, this is the first time I'm not in a publication. This is crazy. I'm still on X and Threads at @loudmouthjulia, and Posting Nexus is being hosted on Ghost. I'm trying that one out.Hey, a million flowers blooming. It's a fun time.This sounds like such a fun project, and I'm very eager to keep following where you're going. Thank you for your time. I really appreciate it.Thank you for having me. It's always a pleasure talking to you.Edited by Susie Stark.If you have anything you'd like to see in this Sunday special, shoot me an email. Comment below! Thanks for reading, and thanks so much for supporting Numlock.Thank you so much for becoming a paid subscriber! Send links to me on Twitter at @WaltHickey or email me with numbers, tips or feedback at walt@numlock.news. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.numlock.com/subscribe
Paris Marx is joined by Jacob Silverman to discuss why tech billionaires have become more supportive of Donald Trump in the upcoming US election and whether Kamala Harris' candidacy will disrupt their plans.Jacob Silverman is the co-author of Easy Money: Cryptocurrency, Casino Capitalism, and the Golden Age of Fraud and is working on a new book called Gilded Rage that is scheduled for Fall 2025.Tech Won't Save Us offers a critical perspective on tech, its worldview, and wider society with the goal of inspiring people to demand better tech and a better world. Support the show on Patreon.The podcast is made in partnership with The Nation. Production is by Eric Wickham. Transcripts are by Brigitte Pawliw-Fry.Also mentioned in this episode:Jacob wrote about Silicon Valley's embrace of Trump for The Nation.Paris wrote about what Silicon Valley wants from Trump in Disconnect.Molly White's new project is called Follow the Crypto.Elon Musk is reportedly committing $45 million a month to a pro-Trump Super PAC.Mark Zuckerberg called Trump a badass, while saying he won't endorse any candidate.Eric Schmidt is pushing the Pentagon's embrace of AI for war.Peter Thiel says he'd vote for Trump this cycle if there was a gun to his head.Marc Andreessen and Ben Horowitz wrote a Little Tech Agenda containing a basic policy program.Reid Hoffman funded a disinformation campaign in Alabama.Reed Hastings has already put $7 million into a pro-Kamala Super PAC.Support the Show.
Coup de tonnerre dans la campagne présidentielle américaine. La pression était vraisemblablement devenue trop forte sur les épaules de Joe Biden, affaibli par son état physique et cognitif : il a fini par céder à quatre mois de l'élection. Immédiatement après son retrait, Joe Biden a apporté son soutien à sa colistière et vice-présidente, Kamala Harris, mais selon notre envoyé spécial permanent à Washington, Guillaume Naudin, « ce n'est certainement pas à Joe Biden de désigner qui va lui succéder ». Le parti promet une procédure « transparente » pour désigner un candidat. C'est d'ailleurs ce que demande Barack Obama, qui n'a pas cité le nom de Kamala Harris dans le communiqué qui rend hommage à Joe Biden.Pour l'instant, la seule candidate déclarée est l'actuelle vice-présidente et, d'après Guillaume Naudin, « elle se dit déterminée à mériter et à remporter la nomination de son parti ». Selon la presse, elle a passé la journée de dimanche (21 juillet 2024) à discuter avec les membres démocrates du Congrès et les responsables du parti et autres gouverneurs pour obtenir leur soutien. « Ils sont plus d'une centaine à la soutenir officiellement, y compris, des gens dont on connaît les ambitions nationales comme le gouverneur de Californie Gavin Newsom, ou celui de la Pennsylvanie Josh Shapiro », ajoute Guillaume Naudin.De leur côté, les républicains se préparent à l'éventuelle nomination de Kamala Harris et ont renforcé leurs attaques contre la vice-présidente. « Dans une publicité récente, ils expliquaient que voter Biden, c'était avoir finalement Harris, dont ils soulignent l'incompétence depuis qu'elle a été élue », explique Guillaume Naudin. Le parti demande même le remboursement des frais engagés pour dépeindre Joe Biden « en vieillard sénile et incompétent ». Sans lui, c'est désormais Donald Trump, 78 ans, qui reprend le titre de plus vieux candidat à la présidence de l'histoire des États-Unis.Les démocrates lèvent 47 millions de dollars en 24 heuresLes finances sont au cœur des campagnes électorales aux États-Unis. Joe Biden avait été lâché par de grands donateurs d'Hollywood comme le cofondateur de Netflix, Reed Hastings ou encore la petite-fille de Walt Disney, Abigail. Mais d'après Jérémy Ghez, professeur associé d'économies et d'affaires internationales à HEC Paris, interrogé sur RFI, avec l'annonce du retrait de Joe Biden, « le clan démocrate a réalisé une levée de fonds extraordinaire de 47 millions de dollars en 24 heures ! ». Cela montre un engouement, non seulement de la part de la base qui peut contribuer à ces fonds, mais aussi des grands donateurs. Ils attendaient cette rupture de la part des démocrates pour qu'ils regagnent un peu de dynamisme. D'après Jérémy Ghez, ces fonds rassemblent les petits donateurs, mais aussi les grands donateurs « qui vont regarder Kamala Harris avec un œil interrogateur et suivre ce que le parti démocrate peut incarner en 2024. » Il ajoute que cette dernière est la grande favorite pour prendre le flambeau de Joe Biden, car « politiquement, cela serait diablement compliqué pour les démocrates de sauter le tour de Kamala Harris ».Une annonce largement commentée dans la presseSelon le New York Times, pour Joe Biden se retirer « est une façon de sauver la face ». Le journal cite plusieurs noms comme Woodrow Wilson, Franklin Roosevelt ou encore Ronald Reagan qui se sont accrochés « à leurs positions dorées ». Même si le journal aurait espéré que Joe Biden jette l'éponge plus tôt, il a eu le courage de laisser sa place et « c'est le plus important ». Le Washington Post insiste aussi sur la responsabilité de Joe Biden. Le président « a une certaine conscience de soi qui fait trop souvent défaut dans la politique américaine. » Pour le Boston Globe même son de cloche : « Joe Biden a fait passer le pays avant son ego » et cela « conclut sa carrière politique avec un exemple historique d'altruisme ».Certains quotidiens se questionnent sur la capacité de Joe Biden à exercer et appellent à sa démission. Le New York Post, soutient de Donald Trump, est exaspéré par l'actuel président : « S'il avait le moindre respect pour la fonction qu'il occupe, pour le peuple américain, pour notre république ou pour lui-même, Joe Biden démissionnerait immédiatement de la présidence. » Le très conservateur Washington Times reprend les attaques des détracteurs du président en disant que ce dernier « s'accroche aux codes nucléaires » en refusant de démissionner. Toutefois pour le Los Angeles Times, l'argument de la démission est fallacieux « car cela ne signifie pas qu'il n'est pas en mesure de terminer son mandat ». Plutôt que de démissionner, Joe Biden « a tenu sa promesse de 2020 : être un pont vers une jeune génération de dirigeants démocrates. »La presse américaine se questionne également sur le passage de flambeau. USA Today s'interroge : « Les démocrates ont-ils oublié à quel point Kamala Harris a été extrêmement impopulaire en tant que vice-présidente ? ». Le Washington Post estime que Kamala Harris est la principale prétendante à l'investiture. Le journal invite le camp démocrate à ouvrir un vrai débat pour choisir son ou sa candidate, même si Kamala Harris part « grande favorite ». Enfin, New York Times titre « Kamala Harris ou l'échec ». Selon le journal, c'est la seule option pour remplacer Joe Biden car « la convention nationale démocrate n'est pas le moment de contester sa capacité à prendre la relève. Le moment pour le faire, c'était en 2020. »Haïti, le gang « 400 Mawozo » a mit le feu à un commissariat de GanthierD'après Le Nouvelliste, l'attaque a été lancée dimanche matin (21 juillet 2024). La Police nationale d'Haïti affronte cette organisation depuis jeudi 18 uillet 2024 à la Croix-des-Bouquets situé au sud-est de Port-au-Prince. Une partie de la population s'est enfuie vers Fonds-Parisien jusqu'en fin d'après-midi (21 juillet 2024). Un bilan partiel fait état d'un mort. Cette attaque intervient alors que se déroulent aujourd'hui (22 juillet 2024) les examens de 9e année fondamentale, un examen que doivent passer les écoliers haïtiens. Ces derniers ont donc dû passer les épreuves à Fonds-Parisien. Le Nouvelliste raconte également que l'exécutif a publié un décret qui établit l'état d'urgence dans 14 communes d'Haïti, mais que Ganthier ne fait pas partie de la liste.Le chef des opérations spéciales de la police de Mexico tuéQuand les secours sont arrivés dans ce quartier périphérique de la capitale mexicaine, c'était trop tard, raconte El Sol de Mexico, Milton Figueroa était déjà mort. Il a reçu une rafale de balles alors qu'il faisait des courses avec sa famille dans son quartier, précise le journal. Une vidéo de son assassinat circule sur les réseaux sociaux, filmée par une caméra de vidéosurveillance. On distingue un homme s'approcher, sortir un fusil de sa veste et tirer presque à bout portant dans le dos du policier avant de s'enfuir en courant. La victime de 40 ans était en charge des missions de renseignement contre le crime organisé. Le chef de la sécurité citoyenne a assuré qu'il travaillerait en collaboration avec la police de Mexico pour retrouver les responsables de cette « attaque lâche », selon La Jornada.Le Journal de la 1èreLa Chambre de commerce et d'industrie des îles de Guadeloupe a présenté vendredi dernier son « service d'aide aux entreprises en difficulté ».
Patrick Bet-David, Vincent Oshana, Tom Ellsworth, and Adam Sosnick discuss mega donors Reed Hastings and Ari Emmanuel bailing on Biden, Pro-Palestinian protestors burning the American flag during a July 4th parade, Trump's possible VP picks, and Novak Djokovic's epic shut down of protestors at Wimbledon. "REAGAN" MOVIE SCREENING & LIVE PODCAST: Purchase tickets to PBD's "Reagan" Movie Screening & Live Podcast w/ Dennis Quaid on Friday, August 2nd: https://bit.ly/3xNPhCS --- Support this podcast: https://podcasters.spotify.com/pod/show/pbdpodcast/support
Reed Hastings of Netflix, Barry Diller of Paramount, the Disney family, and more are pulling out of their campaign donations for Biden. See omnystudio.com/listener for privacy information.
In this conversation, Catherine and Sean discuss various topics, including mushroom coffee, leadership styles, and the importance of dissent in a team or business. Sean shares insights from a podcast interview with the former CEO of Netflix, Reed Hastings, who emphasizes the value of disagreements and cultivating an environment where dissent is encouraged. They also touch on the challenges of maintaining a balance between loyalty and constructive criticism within a team. In this conversation, Sean and Catherine discuss the importance of encouraging dissent and differing opinions in the workplace. They highlight the value of open discussions and debates in generating the best ideas and outcomes. They also touch on the topic of software hacks and the potential impact on businesses, emphasizing the need for backup plans and cybersecurity measures. The conversation concludes with a mention of upcoming guest appearances on the podcast.
PoolCorp has become the largest pool company in America… by borrowing Apple's key financial strategy.Netflix updated its legendary 15-year-old Culture Doc… but the highlight is “The Keeper Test.”The hot new trend at grocery stores is digital price tags instead of stickers… we've got a consumer warning from aisle 6.Plus, one golf course is using llamas as caddies… yep, llamas are now taking caddy jobs.FYI, as promised here's Netflix's original PowerPoint deck on company culture created by its co-founder Reed Hastings back in 2009: https://www.slideshare.net/slideshow/culture-1798664/1798664$POOL $NFLX $WMT $AAPL $MSFTSubscribe to our Saturday Newsletter: tboypod.com/newsletter Watch us on YouTubeSubmit Facts & Shoutouts Instagram, TikTok, LinkedIn (Nick) & LinkedIn (Jack)About Us: From the creators of Robinhood Snacks Daily, The Best One Yet (TBOY) is the daily pop-biz news show making today's top stories your business. 20 minutes on the 3 business, economics, and finance stories you need, with fresh takes you can pretend you came up with — Pairs perfectly with your morning oatmeal ritual. Hosted by Jack Crivici-Kramer & Nick Martell.00:00 - intro03:24 - Pool Boy Inc.07:40 - NFLX Keeper Test12:29 - Digital Price Tags16:54 - Takeaways17:36 - Other News19:13 - Best Fact Yet20:44 - shoutoutsSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
Join hosts Mike and Mark for an engaging discussion on "No Rules Rules: Netflix and the Culture of Reinvention" by Reed Hastings. In this episode, they delve into the groundbreaking corporate culture that has propelled Netflix to the forefront of the entertainment industry. Through a series of insightful clips, they explore the fundamental principles that define Netflix's success.Clips in the Show:Foundation Capital Startup Stories - Netflix: Leadership at Netflix is about character and strategy. Learn how self-awareness and listening to others are crucial components of effective leadership.Seek to Understand: Mike and Mark emphasize the importance of seeing both sides of a point of view and modeling behavior based on a comprehensive understanding of situations.Sports Team: Discover how Netflix fosters a high-performance culture akin to being on an Olympic team, where everyone strives to win the championship surrounded by the best talents.Edge of Chaos: The hosts discuss the concept of not "dummy-proofing" the system. They highlight the dangers of short-term optimization and the importance of thinking for oneself to drive long-term innovation.Better As Bigger: Explore how Netflix believes in improving the business as it grows, ensuring that expansion leads to better overall performance.About No Rules Rules: Netflix and the Culture of Reinvention by Reed Hastings:Reed Hastings, co-founder and former CEO of Netflix, along with Erin Meyer, offer an in-depth look at Netflix's revolutionary corporate culture. This culture prioritizes freedom and responsibility, allowing the company to innovate and adapt continuously. The book discusses unconventional practices like the absence of formal vacation and expense policies, candid feedback, and hiring top talent at market rates, all contributing to a culture that values people over process and encourages bold decision-making.About Moonshots Podcast:Moonshots Podcast aims to help entrepreneurs become the best versions of themselves by overcoming self-doubt and uncertainty. By learning from the world's greatest superstars, thinkers, and entrepreneurs, the podcast deconstructs their success from mindset to daily habits, providing listeners with actionable insights to apply in their own lives. Join us as we learn out loud and shoot for the moon.Tune in to gain a fresh perspective on leadership, innovation, and corporate culture from one of the most successful companies in the world. Don't miss this inspiring and educational episode! Thanks to our monthly supporters Ron Chris Turner Margy Diana Bastianelli Andy Pilara ola Jez Dix Fred Fox Austin Hammatt Zachary Phillips Antonio Candia Mike Leigh Cooper Daniela Wedemeier Corey LaMonica Smitty Laura KE Denise findlay Krzysztof Diana Bastianelli Nimalen Sivapalan Roar Nikolay Ytre-Eide Stef Roger von Holdt Jette Haswell Marco Silva venkata reddy Dirk Breitsameter Ingram Casey Nicoara Talpes rahul grover Evert van de Plassche Ravi Govender Craig Lindsay Steve Woollard Lasse Brurok Deborah Spahr Chris Way Barbara Samoela Christian Jo Hatchard Kalman Cseh Berg De Bleecker Paul Acquaah MrBonjour Sid Liza Goetz Rodrigo Aliseda Konnor Ah kuoi Marjan Modara Dietmar Baur Ken Ennis Bob Nolley ★ Support this podcast on Patreon ★
Reed Hastings became executive chairman of Netflix in 2023, after 25 years as CEO. He co-founded Netflix in 1997. Reed is also a majority owner of Powder Mountain. He is currently on the board of several educational organizations including KIPP and Pahara.Timestamps for this episode are available below.Sponsors:AG1 all-in-one nutritional supplement: https://drinkag1.com/tim (1-year supply of Vitamin D (and 5 free AG1 travel packs) with your first subscription purchase.)Wealthfront high-yield savings account: https://wealthfront.com/tim (Start earning 5% interest on your savings. And when you open an account today, you'll get an extra fifty-dollar bonus with a deposit of five hundred dollars or more.)Shopify global commerce platform, providing tools to start, grow, market, and manage a retail business: https://shopify.com/tim (one-dollar-per-month trial period)Timestamps:[06:34] Alfred Lee Loomis and Tuxedo Park.[07:53] Risk tolerance: nature or nurture?[10:56] Cultivating culture that “eats strategy for lunch.”[15:41] The logic behind generous severance.[17:02] Adapting to Pure chaos.[18:44] Reference checking potential hires.[20:29] Context vs. control.[22:35] Radical candor.[24:15] Guardrails for maintaining work/life balance.[27:04] Farming for dissent.[28:39] Believing in the green crystals.[30:54] High-performance team, not family.[31:59] The keeper test.[32:49] Fire and replace, or replace and fire?[33:59] Beyond Entrepreneurship and other recommended reading/viewing.[37:46] A favorite failure.[40:32] Outstanding leaders.[41:10] Reed's two “religions.”[42:19] Powder Mountain.[44:44] How Powder Mountain differs from Reed's other projects.[46:24] Powder Mountain's biggest challenges ahead.[47:02] Could Reed ever really retire?[47:19] Best investments of time, energy, or money.[48:49] How can we improve education in the US?[52:48] What class would Reed teach?[53:59] Juggling projects without losing focus.[55:04] Philanthropy: Why Africa?[55:32] Being “big-hearted champions who pick up the trash.”[56:28] Reed's billboard.[58:01] Parting thoughts.*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, Margaret Atwood, Mark Zuckerberg, Peter Thiel, Dr. Gabor Maté, Anne Lamott, Sarah Silverman, Dr. Andrew Huberman, 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.
Chris Wallbank is President and Chief Executive Officer of P.J. Wallbank Springs Inc., and CEO of Wallbank Industrial. Chris joins this milestone episode to discuss the Wallbank Industrial Vision, and the goal to have a significant positive impact on a billion lives. Takeaways The Wallbank Industrial Vision is driven by the importance of people and the intentional actions taken to enable the vision. Leadership plays a crucial role in shaping the culture and values of an organization. Continuous learning and improvement are essential for personal and organizational growth. Building an intentional culture requires hiring and firing based on values and finding alignment with the team. Systems and communication are key to enabling the vision and creating scalability and sustainability. Chapters Introduction and Milestone Discussion The Genesis of the Wallbank Industrial Vision Learning from Reed Hastings and Netflix Personal Reflection and Impact The Importance of People in the Vision Building Intentional Culture Striving for More and Balancing Satisfaction Building the Right Culture and Values Key Practices for Enabling the Vision The Importance of Systems and Communication Closing Thoughts Links: Show notes: http://brandonbartneck.com/futureofmobility/chriswallbank https://www.linkedin.com/in/wallbankchris/ https://www.pjws.com/ https://edison-mfg.com/ Bio: Chris Wallbank has been President and Chief Executive Officer of P.J. Wallbank Springs Inc. since 2014. Chris earned his MBA in Strategy and Innovation from the University of Michigan Ross School of Business and his BA in Supply Chain Management from Michigan State University School of Business. A visionary leader constantly challenging the status quo, Chris aspires to impact the world through people, and believes anything can be accomplished with the right team and the right mentality. Chris began his career on the company's manufacturing floor and eventually assumed responsibility for the organization's sales. Under his leadership, the team tripled the annual sales and size of the organization. With this success, the company has been presented with the prestigious Inc. 5000 Award (recognizing P.J. Wallbank Springs as one of America's Fastest Growing Privately Held Companies) for 3 consecutive years. Future of Mobility: The Future of Mobility podcast is focused on the development and implementation of safe, sustainable, effective, and accessible mobility solutions, with a spotlight on the people and technology advancing these fields. Edison Manufacturing and Engineering: Edison is your low volume contract manufacturing partner, focused on assembly of complex mobility and energy products that don't neatly fit within traditional high-volume production methods. linkedin.com/in/brandonbartneck/ brandonbartneck.com/futureofmobility/
Elizabeth Stone is the chief technology officer of Netflix. She previously served as vice president of product data science and engineering, and as vice president of data and insights, at Netflix. Before Netflix, Elizabeth was vice president of science at Lyft, chief operating officer at Nuna, a trader at Merrill Lynch, and an economist at Analysis Group. In our conversation, we discuss:• Elizabeth's advice for career advancement• Netflix's unique high-performance culture• How, and why, Netflix maintains a high bar for excellence• Intentional leadership practices• How to foster an “open door” culture within your team• The Keeper Test and how it contributes to maintaining a high bar for excellence• The power of transparent communication• Much more—Brought to you by:• Vanta—Automate compliance. Simplify security.• Sendbird—The (all-in-one) communications API platform for mobile apps• Explo—Embed customer-facing analytics in your product—Find the full transcript at: https://www.lennyspodcast.com/how-netflix-builds-a-culture-of-excellence-elizabeth-stone-cto/—Where to find Elizabeth Stone:• LinkedIn: https://www.linkedin.com/in/elizabeth-stone-608a754/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Elizabeth's background(04:36) Life as CTO vs. VP of Data(05:57) The role of economists in tech companies(08:32) Using economics to understand incentives(10:07) Success and career growth(20:15) Setting expectations(25:02) Advice for how to avoid burnout(27:44) Netflix culture: high talent density(30:31) Netflix culture: candor and directness(31:45) The Keeper Test(39:01) Maintaining a high bar for excellence(43:54) Netflix culture: freedom and responsibility(46:18) Unconventional processes at Netflix(47:55) Examples of candor(51:44) Data and insights team structure(01:00:12) Staying close to teams(01:02:31) Advice on being present(01:07:40) Lightning round—Referenced:• What to Know About the Netflix Cup, Today's First-Ever Live Sports Event: https://www.netflix.com/tudum/articles/netflix-cup-live-event-date-news• Ann Miura Ko interview | The Tim Ferriss Show (Podcast): https://www.youtube.com/watch?v=h2GO0Ks_VGg• Netflix culture: https://jobs.netflix.com/culture• No Rules Rules: Netflix and the Culture of Reinvention: https://www.amazon.com/No-Rules-Netflix-Culture-Reinvention/dp/1984877860• Reed Hastings on LinkedIn: https://www.linkedin.com/in/reedhastings/• Netflix's “Keeper Test” and Why You Need It | Lorne Rubis: https://www.highlights.lornerubis.com/2015/08/the-netflix-keeper-test-and-the-courage-to-take-it/• The Hunger Games: https://en.wikipedia.org/wiki/The_Hunger_Games• Nan Yu on LinkedIn: https://www.linkedin.com/in/thenanyu/• Work Life Philosophy: https://jobs.netflix.com/work-life-philosophy• The Scoop: Netflix's historic introduction of levels for software engineers: https://blog.pragmaticengineer.com/netflix-levels/• Chaos Monkey: https://www.techtarget.com/whatis/definition/Chaos-Monkey• Ali Rauh on LinkedIn: https://www.linkedin.com/in/ali-rauh/• Keith Henwood on LinkedIn: https://www.linkedin.com/in/keith-henwood/• Jeff Bezos' Morning Routine of Puttering Around—How It Works: https://medium.com/illumination/jeff-bezos-morning-routine-of-puttering-around-how-it-works-9d73f359ac8d• What I Talk About When I Talk About Running: A Memoir: https://www.amazon.com/What-Talk-About-When-Running/dp/0307389839• A Fine Balance: https://www.amazon.com/Fine-Balance-Rohinton-Mistry/dp/140003065X• Triangle of Sadness on Hulu: https://www.hulu.com/movie/triangle-of-sadness-f60937bd-45f4-469a-938f-db95026953a1• Beef on Netflix: https://www.netflix.com/title/81447461• Fellow pour-over coffee set: https://fellowproducts.com/products/stagg-xf-pour-over-set• Peloton bikes: https://www.onepeloton.com/shop/bike—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe
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