Max Beauroyre

We live in a culture that venerates productivity above all else. For centuries, success—particularly in the West—has hinged on a simple dictum: “Do more, faster.”

The 8-hour work day, weekends, time off—hard-fought and won by the labor movement!—seem to have been triumphs for human health and well-being. Why should we assume that stopping here is right? Why should we assume that less work was better in the past, but less work now would be worse?

Now, 22 years later, I’ve lived long enough to have learned that most things are actually doable if you care enough. I rarely feel blocked in the way I did when I was younger. But it is interesting that it was something I had to learn: that problems are solveable; that if I direct my attention to the problem and learn to understand it, and act on... See more

To find some of the most effective people that others may not know about, I make sure to leverage my network. Before hiring for a new role, I ask people who they consider to be the top 1% of performers for a certain function. I then reach out to the people who were recommended to me for calibration meetings, but my secret goal is to actually hire... See more

As we rely on same agents trained on overlapping data, we will see the emergence of an efficient market theory of venture capital—a troubling prospect for an industry built on information asymmetry.

She wanted to live frugally, she wanted to have the autonomy to pursue her interests without thinking about money, and this meant she was going somewhere no one wanted to live so rent was cheap.

Ie. you don’t say, “This is my job and that thing is outside my area”—no, if the value you are trying to promote requires you to go outside your role and learn new skills and politick to get the authority to go ahead: then that is your job.

Lemann’s Garantia offered below market salaries and no perks, but if you beat your targets, you could make four or five times your base pay in bonuses. He staffed his business with what Alan Greenberg, the legendary Bear Stearns CEO, called PSDs—kids who were poor, smart, and had a deep desire to get rich.