Britt Gage
@brittfgage
Founder, of All Trades. Building a new type of company for generalists and the founders we seek to serve.
Britt Gage
weofalltrades.com
For now, at least, innovation is a uniquely human ability—one that would be critical to a system that could recursively imagine and create better versions of itself.
Alice Albrecht • The Case for Cyborgs
“Nature loves courage. You make the commitment and nature will respond to that commitment by removing impossible obstacles. Dream the impossible dream and the world will not grind you under, it will lift you up. This is the trick. This is what all these teachers and philosophers who really counted, who really touched the alchemical gold, this is... See more
James Clear • 3-2-1: On Endless Pursuits, the Value of Courage, and How to Buy Back Your Time
On becoming and On attempting to build extraordinary things
Ethnobotanist and mystic Terence McKenna on courage.
Human beings care about harmonies. About originality. About the tension that comes from the new. And we care about the dynamics between and among people who are working together.
That’s why we listen to the whole song, not one musician’s isolation track.
Americans have tripled the time spent in meetings since 2020, data from Microsoft’s suite of business software show—leaving less time for the casual interactions that social scientists say foster happiness at work.
workfutures • What Is New
We can decide that technology exists to create opportunity, to help people find resilience, meaning and connection. We can realize that technology changes the status quo, and that change is up to us.
Late-stage technocrats
Helping Entrepreneurs "Triple, Triple, Double, Double, Double" to a Billion-Dollar Company - Battery Ventures
battery.com
I believe there are seven key phases in SaaS companies’ go-to-market success. I’ve outlined each phase below and hope to elaborate on some of these in later posts and videos. Most of the phases center around a mantra I call “triple, triple, double, double, double”, (T2D3 for short), referring to a company’s annualized revenue growth. (
On the risk of leaning too heavily into “best practices”
Make space for what’s hard
We can’t point ourselves toward what matters until we stop running. And when we stop running, we come into contact with whatever it is we’ve been running from.
When I look back at the things I’ve felt pulled to avoid—difficult conversations, key decisions, important but challenging tasks—these are often connected to some... See more
We can’t point ourselves toward what matters until we stop running. And when we stop running, we come into contact with whatever it is we’ve been running from.
When I look back at the things I’ve felt pulled to avoid—difficult conversations, key decisions, important but challenging tasks—these are often connected to some... See more