Mark Fishman

So many founders have a great idea but can’t figure out how to sell it. Second-time founders know that they shouldn’t even bother with an idea if it is not sell-able. Marketing risks force you to face the truth: Do you know enough about your market to know how to sell it and who will buy it?

Raising awareness and pushing back or calling others out might be righteous at times, but it also means generating engagement for yourself or your cause and the thing you dislike. There’s a constant risk/reward calculus we’re asked to make before posting, and the problem is that the deck is stacked against us. We take the prompt, we play the role,... See more

In Waghre’s model, he has a Group A, which kicks the storm off with a post that includes some piece of content or speech that is deemed dangerous by Group B. When Group B calls it out—a behavior incentivized by algorithmic engagement, as other members of Group B reward it—Group A members will usually double down.

A home used to be a place for people to just live. But if it’s a place to live, or work, or be on vacation, then people can work from many homes if they want. Our relationship to our homes is changing.

Good decisions require lots of quiet time alone in your head, maybe sitting on the couch thinking or going for a walk. It rarely looks like work, which means your coworkers have to trust you when you’re doing it.

What’s easy to overlook is that networks and trust compound like any other asset, and every time you switch jobs or careers you reset the clock to some degree.

The goal, of course, is to eventually remove carbon at the cheapest per-ton price possible, but simply paying for efficiency is not necessarily the fastest way to get there. The history of American technology policy helps demonstrate why. In the 1950s and ’60s, the United States promised to purchase the fastest semiconductor from any company that... See more