On building of All Trades

There’s no competition for cookbooks on making food out of soccer balls and hockey pucks.

There’s no competition for software that charges you to find out the temperature on Mars.

There’s no competition for a service that counts how many pairs of shoes you own.

In fact, in every market that’s worth entering, there’s competition. That’s what you’re... See more

No competition

“Lots of folks have said to us, ‘You’re growing, you could grow faster if you hired more people.’ I think a lot of companies and investors overpitch growth at all costs, but sometimes that causes a ‘more people more problems’ issue .”

It should come as no surprise by now that Foster politely said, “Thanks, but no thanks,” to these well-meaning... See more

The Not So Cookie-Cutter Approach to Company Building — 8 Lessons from Zapier

To find happiness in your career and life, embrace the philosophy of playing infinite games, where the goal is to keep playing rather than reach an end goal.

Lenny Rachitsky • Jason Fried challenges your thinking on fundraising, goals, growth, and more

By casting a wide net, I learned that I have very little ability to predict how useful a call will be in advance. There is relevance, when work is closely related to something you’re working on, and usefulness, when work advances something you’re working on. Relevance is easier to predict, but it’s not a very good proxy for usefulness, which is a... See more

Cate Hall • How to Be More Agentic

How can we go from accumulating insights to embodying and integrating learnings?

sari azout • My Favorite Questions

Fast learns, slow remembers. Fast proposes, slow disposes. Fast is discontinuous, slow is continuous. Fast and small instructs slow and big by accrued innovation and by occasional revolution. Slow and big controls small and fast by constraint and constancy. Fast gets all our attention, slow has all the power.

Packy McCormick • Pace Yourself

We get excited about our smart idea; we race it to market; we expect the cavalry to arrive and make this easier. But the reality is that doing a handstand “takes about six months of daily practice. If you think you should be able to do it in two weeks, you’re just going to end up quitting”—or, for the founders who endure, end up surprised by how... See more

Benn Stancil • Why Are We Surprised That Startups Are So Freaking Hard?

Paul Graham said, “when people visit your startup, they should be surprised how few people you have.”

The Operating as One Issue

Generalists get you more with less.

Hindsight is 2020

I don’t mean “hindsight is 20/20.” I’m talking about the year 2020.

See, early in 2023, I wrote an article about starting and growing a business in 2023, and in that article I referenced this very same seismic shift in startup dynamics — a shift that, no surprise, began all the way back with the pandemic in 2020.

That’s the tricky... See more

Joe Procopio • Starting a Business Looks Drastically Different in 2024

How startups changed since 2020:
-Consumer fell out of love with technology
-Business & Venture OverIndexed on AI
-Money went from Tight to Scared

What’s happening now:
-self founded, funded & reliant
-Profitable out of the gate
-solving problems and building with slower burn rate
-Innovating strategically alongside technical innovation

How do generalists help? Taking a broad approach gets you further faster