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    • The Significance of High Agency IndividualsHigh agency individuals can significantly impact their industries and personal lives, as exemplified by Sam Zemuri's influence on David Lee and 8 Sleep, and his inspiring journey from arriving in America at 14 to successful entrepreneurship.

      The importance of high agency individuals and the impact they can have on their industries and personal lives. Sam Zemuri, the subject of this discussion, is an exemplary high agency person who not only changed the temperature of his bed with 8 Sleep, a product he endorses, but also significantly influenced the way founder David Lee approaches business and life. 8 Sleep, founded by Matteo Franceschetti, is a sponsor of the podcast, and David's personal experience with the product and meeting its founder highlights the unique connection between the hosts, sponsors, and their shared obsession for quality products and businesses. Another product, Vesto, was introduced as a game-changer for businesses looking to invest their idle cash and optimize their treasury management. The conversation also touched upon the concept of high agency founders, which was further emphasized during David's interview on Invest Like the Best. The episode's re-release was prompted by this discussion, as Sam Zemuri's story of arriving in America at age 14 and his subsequent accomplishments resonated with the high agency founder concept. In summary, the episode showcases the significance of high agency individuals, the impact of personal experiences, and the importance of quality products and services in both personal and professional contexts.

    • The American Dream's Hidden ChaptersThe American Dream extends beyond textbook versions of history, showcasing individuals who defied odds, made deals, and even overthrew governments to make their visions a reality.

      Learning from the discussion of Sam Zemurra's life story in "The Fish That Ate the Whale" is that the American dream is not limited to the textbook versions of history, but also includes the subterranean saga of individuals who defied the odds, made deals, and even overthrew governments to make their visions a reality. Zemurra, who started as a fruit peddler and rose to become one of the world's most powerful men, embodies the spirit of the nation, with its good and bad aspects. He is a reminder that anyone, regardless of their background or circumstances, can write a chapter in the book of American history. The story of Zemurra's coup in Honduras, which he undertook despite warnings from the US Secretary of State, demonstrates the lengths some individuals have gone to in pursuit of their goals, even when faced with significant challenges and opposition. The tale of Zemurra and other historical figures like William Walker, who were celebrated as mercenary heroes, illustrates the complex and often surprising realities of American history.

    • The Rise of a Ruthless Entrepreneur: Cornelius VanderbiltBorn an impoverished immigrant, Vanderbilt rose to power through relentless ambition, overthrowing governments and confiscating property, leaving a legacy as a 'grasper, climber' and an inspiration for modern-day leaders like Putin.

      Cornelius Vanderbilt, a 19th century entrepreneur, was an exceptional figure whose ruthless and relentless pursuit of wealth and power can be compared to modern-day leaders like Vladimir Putin. William Walker, an adversary of Vanderbilt, made the fatal mistake of confiscating some of his property, leading Vanderbilt to seek his demise. The mercenaries hired by a contemporary figure, Zamurray, looked up to Walker despite his ultimate fate. Born as an impoverished immigrant, Vanderbilt arrived in America at the age of 14, and by his late teens, he had built up a business empire that led him to overthrow a government due to hostile business interests. Throughout his life, Vanderbilt's driving force was his ambition, and he became a "grasper, climber" who would stop at nothing to get what he wanted. His philosophy, which he referred to as "Zemuriisms," emphasized staying close to the action and learning from others through personal experiences. Despite his complex business dealings, Vanderbilt was fundamentally simple and believed in leading from the field with his workers. This insight into Vanderbilt's life provides a fascinating look into the mind of an entrepreneur who, much like Putin, was driven by an unyielding desire for power and wealth.

    • From odd jobs to a successful banana businessLearning from every experience and seeing opportunities in seemingly worthless things can lead to success

      Understanding every aspect of your business and being resourceful can lead to success, even when others see only waste. This idea is exemplified in the story of Sam, who grew up in Alabama and took on various odd jobs. He learned valuable lessons from each experience, accumulating the wisdom that would later make him a successful banana merchant. Sam recognized the value in discarded "ripened" bananas, seeing them as a viable product rather than trash. This perspective, shaped by his background as the son of a poor Russian farmer, allowed him to identify opportunities where others did not. Sam's determination and quick thinking ultimately led him to enter the banana trade and build a successful business. The story illustrates the importance of learning every detail of your trade and having the ability to adapt and hustle in order to succeed.

    • The power of self-belief and hustle in achieving successBelieving in oneself and being relentless in pursuit of dreams, despite past failures, can lead to significant financial success.

      The mindset of hustling and believing in oneself, regardless of past failures, is a common thread between successful individuals, as illustrated by Jay Z and Sam Zemurra. Jay Z's autobiography resonated deeply with the speaker due to the similarities in their mentality. Both Jay Z and Sam ignored the stories of those who failed and believed they would be the exception, the one who got rich. This arrogance fueled their determination to succeed, even in the face of adversity. Sam's success in the banana trade was a result of his resourcefulness, listening skills, and willingness to take risks. He leveraged his limited resources and formed partnerships to reach potential buyers, ultimately leading to his first significant financial success. This story highlights the importance of believing in oneself and being relentless in pursuit of one's dreams.

    • The Power of UnderestimationUnderestimating individuals based on their size, age, or background can limit opportunities and lead to missed potential. Recognize the inherent worth and abilities of all individuals.

      That underestimating someone based on their size, age, or background can have significant consequences. Sam Zemuria, a Russian immigrant with no education or money, defied expectations and built a business empire in the perishable fruit industry. Despite being dismissed as a "little fellow," Zemuria proved to be a formidable individual, growing his business from selling 20,000 bananas in 1899 to over a million a year within a decade. His success caught the attention of industry titans, who saw his potential and partnered with him. However, when these titans passed, their successors underestimated Zemuria, leading to missed opportunities. This story highlights the importance of recognizing the potential in individuals, regardless of their background or appearance, and the risks of underestimating them.

    • Formidable Competitor's Early Beginnings: Zamuria and Zemurray's Dockside DealIdentifying and partnering with exceptional talent early on can lead to significant business growth and success.

      The early partnership between Chiquita Banana's founder, Sam Zamuria, and United Fruit's Samuel Zemurray set the stage for Zamuria's rise to becoming a formidable competitor in the global banana industry. Their initial meeting on the docks in Mobile, Alabama, led to a lifelong business relationship, marked by a series of partnerships and antitrust allegations. Zamurray, a risk-taker and visionary, impressed Zamuria, who saw potential in him and signed a contract with United Fruit to formalize their arrangement. Despite the age difference, the two men's careers were intertwined, with United Fruit eventually being forced to sell back a portion of their business to Zamuria, allowing him to build a powerful competitor. This early encounter, which took place in 1903, ultimately led to Zamuria taking over United Fruit after Zemurray's death. The story of these two men, who met on the docks in Alabama, is a testament to the power of identifying and partnering with exceptional talent, even in the earliest stages of a business.

    • From fruit jobbers to banana industry pioneersDetermination, risk-taking, and innovation led Sam Zemurra and partners to transform from fruit jobbers to banana industry pioneers, creating United Fruit Company and blazing a trail for future entrepreneurs.

      Sam Zemurra and his partner, Murray, started as fruit jobbers but aspired to move into the more profitable and respectable parts of the trade by importing bananas from Central American farmers. This required them to take on greater risk and form partnerships with other players in the industry, such as Andrew Preston and the Thatcher Brothers Steamship Company. Sam's high tolerance for risk would later lead to their buyout by a larger competitor, Zemurra and Hubbard's ambitious goal to traffic yellows and greens expanded their field of operations and led to the creation of the banana industry giant, United Fruit. The founders of United Fruit, including Lorenzo Baker, Andrew Preston, and Minor Cudahy, all came together for different reasons, and their success blazed a trail for future entrepreneurs. Sam Zemurra's story is a testament to the power of determination, risk-taking, and innovation in creating not just a fortune but an archetype.

    • The Meeting that Started the Banana IndustryAndrew Preston and Samuel Zemurray's partnership marked the beginning of the global banana industry through strategic acquisitions and partnerships with banana growers in Central America

      The meeting between Andrew Preston and Samuel Zemurray in Boston in 1871 marked the beginning of the banana industry as we know it. Preston, who had a keen interest in perishables and saw the potential in bananas as a profitable niche, teamed up with banana grower Minor Keith. Keith, who was initially focused on building a railroad in Costa Rica, recognized the market potential for bananas in the north and signed a contract with Boston Fruit to sell them his entire harvest. This partnership led to the formation of the United Fruit Company, which became one of the world's first truly global corporations. Through strategic acquisitions and partnerships, United Fruit brought order to the chaotic banana industry, much like John D. Rockefeller did with the oil industry. The story of these men and their banana empire is a testament to the power of vision, determination, and strategic partnerships.

    • Banana traders face vulnerability during climatic event, paving way for United Fruit Company's consolidationDuring a banana shortage, United Fruit Company, led by Zemurray, seized the opportunity to merge with 27 other companies, consolidating power and control in the industry.

      During a year without bananas due to a climatic event, banana traders were left vulnerable and desperate for security. This opened the door for United Fruit Company, led by Zemurray, to merge with 27 other banana companies, consolidating power and control in the industry. Zemurray, a shrewd businessman, operated with a deliberate and circumspect approach, preferring personal communication over paper trails. He learned from past failures and mastered both the art of getting rich and staying rich. The early 1900s in New Orleans and Central America were marked by lawlessness and the allure of wealth, attracting ruffians and entrepreneurs alike. Zemurray's journey into the jungles of Honduras in 1910 marked the beginning of his lifelong pursuit of expansion and vertical integration in the banana industry.

    • Determination and endurance lead to opportunitySeizing opportunities, having a clear vision, and being willing to take risks can lead to success despite adversity

      Sam Zamurri's determination and endurance, as showcased in his journey across Honduras on a mule, allowed him to seize an opportunity to buy cheap, undervalued land for his banana plantation business. Despite facing challenges, including lack of money and corruption, Zamurri's superior knowledge and understanding of the land's potential value enabled him to build a successful business, exempted from import duties and taxes. This story highlights the importance of seizing opportunities, having a clear vision, and being willing to take risks, even when faced with adversity.

    • Gaining a competitive edge through hands-on experienceWorking directly in a business can provide unique insights and advantages over competitors, but overextension and poor financial decisions can lead to downfall.

      Experience and hands-on involvement in every aspect of a business, no matter how physically demanding, can provide valuable insights and knowledge that competitors may lack. Samori Zamora, the protagonist of the text, gained a deep understanding of the banana trade by working in the fields alongside his employees. He endured the harsh conditions, learned about the process of growing bananas, and even developed a high tolerance for pain. This firsthand knowledge gave him an advantage over his competitors, who spent their lives in the executive suite far removed from the plantations. However, Zamora's ambitious expansion plans, which involved taking on excessive debt, ultimately led to his downfall. Despite the risks, he believed in going all in while his partner preferred a more cautious approach. The story also highlights the historical issue of wealthy nations lending money to poorer ones with high-interest rates, leading to default and the intervention of external forces, as seen in the text's reference to the United States government and JPMorgan's involvement in a coup in Honduras.

    • Businessman's Coup to Save Banana EmpireAn entrepreneur, facing business ruin, orchestrated a coup to install a new president and secure economic advantages, with US government support.

      Samuel Zemurra, an entrepreneur with a banana business in Honduras, found himself at odds with the US government and financial powerhouse JPMorgan, when a new plan threatened to put him out of business. Zemurra, who had previously resorted to bribes to secure economic advantages, saw his business facing ruin under the new plan. Determined not to let go without a fight, he orchestrated a coup to overthrow the Honduran government and install a new president who would grant him the concessions he needed. The US government, under Secretary of State Knox, initially opposed Zemurra's actions but eventually switched sides, recognizing the new president and granting Zemurra the concessions he sought. This incident highlights the complex interplay of business interests, politics, and power, as well as the prevalence of corruption and cronyism in certain economic environments.

    • From dockworker to banana mogul: Sam Zamora's unconventional riseSam Zamora, through unconventional methods and persistence, rose from a dockworker to challenge the banana industry monopoly

      Sam Zamora, the banana mogul, was an unconventional and determined competitor who used his unique methods and understanding of the industry to challenge the monopoly of United Fruit. He spent years in Honduras, living simply and working tirelessly, learning every aspect of the banana trade. Despite his eccentricities, such as standing on his head after meals, he was respected for his knowledge and work ethic. When he had saved enough money, he bought back United Fruit's stake in his company, creating a competitive market and securing his independence. Zamora's rise from the docks to a powerful competitor impressed even his rivals, who recognized his genius and determination. His success serves as a reminder of the importance of understanding the industry, being persistent, and staying focused on one's goals.

    • The Banana Industry's Pioneers: Zemuri vs CutterTwo business giants, Zemuri and Cutter, shaped the banana industry through their contrasting approaches: Zemuri's risk-taking and innovation vs United Fruit's preservation mindset.

      Sam Zemuri, the banana king, was a relentless innovator and risk-taker who built a superior business to United Fruit, despite its larger workforce and revenue. Zemuri's approach to business was a reflection of his personality, and his company thrived due to his quick decision-making and deep understanding of the situation on the ground. In contrast, the executives who ran United Fruit were more interested in preservation than risk-taking. Zemuri's ambition and constant invention attracted many banana men to join him, leading to a rivalry with Victor Cutter, who eventually became the president of United Fruit. Despite their animosity, Zemuri refused to sell his company, leading to a conflict in Cutter's psychology as he recognized Zemuri as his most formidable competitor. The banana industry was shaped by men like Zemuri and Cutter, who were willing to take risks and push boundaries to build successful businesses.

    • The Banana War: A Clash of Entrepreneurial Spirit and BureaucracyThe Banana War showcases the conflict between an entrepreneur's aggressive tactics and bureaucratic interference, ultimately leading to wealth and retirement for the entrepreneur, but not without consequences.

      The banana war between Sam Zemuri and United Fruit was a result of their conflicting desires for control over a disputed piece of land. Zemuri, a self-made entrepreneur filled with dangerous confidence, bought the land from both parties to avoid lengthy legal battles, demonstrating his aggressive and ruthless business tactics. However, his newfound wealth and vulnerability led to him becoming a target for those seeking to "soak the rich," such as Huey Long, who saw Zemuri as a symbol of America's perceived income inequality. The merger between their companies, forced by the US government, resulted in Zemuri becoming the majority owner of United Fruit and retiring from the banana trade, making him one of the richest men in America at the time. This story illustrates the clash between entrepreneurial spirit and bureaucratic approaches, as well as the potential consequences of success.

    • Senator Huey Long's Determination to Save United Fruit CompanyFaced with financial hardship from the collapse of United Fruit Company's stock, Senator Huey Long took control by gathering information from industry experts, presenting his findings to the board, and rallying shareholders to regain control, showcasing his determination and resourcefulness.

      Huey Long, a powerful senator, faced a significant drop in his net worth due to the collapse of United Fruit Company's stock, which made up most of his wealth. Instead of giving up or seeking help from experts, Long took matters into his own hands. He went directly to the source, talking to those who knew the industry best, such as fruit peddlers and captains. He discovered that the captains were saving on fuel but losing more in ripe fruit due to the slower journey. Long then presented his findings to the board of directors but was met with resistance. Frustrated, he rallied other shareholders, gaining their proxies and eventually taking control of the company, demonstrating his unwavering optimism and determination in the face of adversity.

    • During a crisis, evidence of activity and innovation can turn things aroundA hands-on approach, tough decisions, and a focus on finding new opportunities can save a company during a crisis, even without immediate results.

      During a time of crisis, the mere evidence of activity and innovation can be enough to turn things around for a company, even if tangible results are not yet visible. This was exemplified by the story of Zamora, who took over United Fruit and saved the company within the first 60 days through his hands-on approach, tough decisions, and a focus on finding new crops to sell when the primary product became difficult to export due to wartime restrictions. Despite the challenges, Zamora did not complain or explain, but instead found solutions and implemented them with determination. This mindset and actions ultimately led to the confidence of investors and a doubling of the stock price.

    • Sam Zamora's Tragic Loss and Public Relations MastermindSam Zamora, a visionary farmer, suffered a personal tragedy when his son died in a plane crash. He hired Edward Bernays, the father of public relations, to align United Fruit's interests with US officials using indirect methods, leading to unprecedented success but at a personal cost.

      Sam Zamora, the founder of United Fruit Company, was a visionary farmer who aimed to make America self-sufficient by growing crops in high demand by the military. However, his greatest tragedy came when his son, Sam Junior, a pilot in the US military during World War II, died in a plane crash. Zamora was devastated and never fully recovered from the loss. Later, he hired Edward Bernays, considered the father of public relations, to help align United Fruit's interests with US government officials. Bernays used indirect methods, such as convincing women to smoke as a symbol of empowerment and encouraging the inclusion of built-in bookshelves in modern homes to boost book sales. Bernays' plan for United Fruit involved making the world better for American politicians, who in turn would make the world better for bananas. This indirect approach was a common theme in Bernays' work. Despite the tragic loss of his son, Zamora continued to innovate and adapt, ultimately leading United Fruit to unprecedented success, but at a great personal cost.

    • The profound influence of a select few individuals on politics, business, and ethicsThe story of Carlos Armas and United Fruit Company highlights the intricate web of connections and collaborations between powerful figures, showcasing the profound impact of individuals on our lives.

      The profound influence of a select few individuals who understand the masses' mental processes and social patterns, shaping our lives in politics, business, and ethics. This is exemplified in the story of Carlos Armas, who escaped execution with the help of Keith and Zamurray, founders of United Fruit Company. The tunnel that saved Carlos was provided by Keith, highlighting the intricate web of connections and collaborations between these powerful figures. This anecdote encapsulates the reach and impact of United Fruit Company during its prime. The book, which delves deeper into the economic consequences of the company's actions, is a must-read for founders and anyone interested in understanding the dynamics of power and influence. The story of Sam Zemurray, the "banana man," is a complex one, with interpretations ranging from hero to pirate. Regardless, his unwavering belief in his own agency and refusal to despair serves as an inspiring reminder to persevere in the face of adversity. The Founders Podcast, which has covered over 255 books, is a valuable resource for gaining insights into the lives and stories of influential figures like Sam Zemurray.

    • Join the Founders Podcast community for exclusive AMA sessionsAsk questions directly to the host, receive personalized answers, and engage with a community of entrepreneurs and enthusiasts in the Founders Podcast community.

      By becoming a member of the Founders Podcast community, you gain exclusive access to ask questions directly to the host and receive personalized answers. These questions are then transformed into short AMA (Ask Me Anything) episodes, allowing all members to learn from each other's inquiries. Members can also include their name and website link with their questions, potentially attracting new business opportunities. The host personally reads and answers every email, ensuring a genuine and authentic interaction. New AMA episodes are planned to be released several times a week, making it an active and engaging community for entrepreneurs and enthusiasts of the Founders Podcast. If you're passionate about the podcast and want to deepen your involvement, consider joining the community by using the link in the show notes or visiting founderspodcast.com.

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    Learning from history is a form of leverage. —Charlie Munger. Founders Notes gives you the super power to learn from history's greatest entrepreneurs on demand.

    Get access to the World’s Most Valuable Notebook for Founders

    You can search all my notes and highlights from every book I've ever read for the podcast. 

    You can also ask SAGE any question and SAGE will read all my notes, highlights, and every transcript from every episode for you.

     A few questions I've asked SAGE recently: 

    What are the most important leadership lessons from history's greatest entrepreneurs?

    Can you give me a summary of Warren Buffett's best ideas? (Substitute any founder covered on the podcast and you'll get a comprehensive and easy to read summary of their ideas) 

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    (19:00) Start with the problem. Do not start talking about your product before you describe the problem your product solves.

    (23:00) The Invisible Billionaire: Daniel Ludwig by Jerry Shields. (Founders #292)

    (27:00) Being so well known has advantages of scale—what you might call an informational advantage.

    Psychologists use the term social proof. We are all influenced-subconsciously and, to some extent, consciously-by what we see others do and approve.

    Therefore, if everybody's buying something, we think it's better.

    We don't like to be the one guy who's out of step.

    The social proof phenomenon, which comes right out of psychology, gives huge advantages to scale.

    —  the NEW Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger (Founders #329)

    (29:00) Marketing is theatre.

    (32:00) Belief is irresistible. — Shoe Dog: A Memoir by the Creator of Nike by Phil Knight.  (Founders #186)

    (35:00) I think one of the things that really separates us from the high primates is that we’re tool builders. I read a study that measured the efficiency of locomotion for various species on the planet. The condor used the least energy to move a kilometer. And, humans came in with a rather unimpressive showing, about a third of the way down the list. It was not too proud a showing for the crown of creation. So, that didn’t look so good. But, then somebody at Scientific American had the insight to test the efficiency of locomotion for a man on a bicycle. And, a man on a bicycle, a human on a bicycle, blew the condor away, completely off the top of the charts.

    And that’s what a computer is to me. What a computer is to me is it’s the most remarkable tool that we’ve ever come up with, it’s the equivalent of a bicycle for our minds.

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    #349 How Steve Jobs Kept Things Simple

    #349 How Steve Jobs Kept Things Simple

    What I learned from reading Insanely Simple: The Obsession That Drives Apple's Success by Ken Segall. 

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    (1:30) Steve wanted Apple to make a product that was simply amazing and amazingly simple.

    (3:00) If you don’t zero in on your bureaucracy every so often, you will naturally build in layers. You never set out to add bureaucracy. You just get it. Period. Without even knowing it. So you always have to be looking to eliminate it.  — Sam Walton: Made In America by Sam Walton. (Founders #234)

    (5:00) Steve was always easy to understand. He would either approve a demo, or he would request to see something different next time. Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.  — Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (7:00) Watch this video. Andy Miller tells GREAT Steve Jobs stories

    (10:00) Many are familiar with the re-emergence of Apple. They may not be as familiar with the fact that it has few, if any parallels.
    When did a founder ever return to the company from which he had been rudely rejected to engineer a turnaround as complete and spectacular as Apple's? While turnarounds are difficult in any circumstances they are doubly difficult in a technology company. It is not too much of a stretch to say that Steve founded Apple not once but twice. And the second time he was alone. 

    —  Return to the Little Kingdom: Steve Jobs and the Creation of Appleby Michael Moritz.

    (15:00) If the ultimate decision maker is involved every step of the way the quality of the work increases.

    (20:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes. We just did the work. Processes came later. All of these things had never been done before. Walt had gathered up all these people who had never designed a theme park, a Disneyland. So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything. We just worked and Walt just walked around and had suggestions." — Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. (Founders #347)

    (23:00) The further you get away from 1 the more complexity you invite in.

    (25:00) Your goal: A single idea expressed clearly.

    (26:00) Jony Ive: Steve was the most focused person I’ve met in my life

    (28:00) Editing your thinking is an act of service.

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    Michael Jordan In His Own Words

    Michael Jordan In His Own Words

    What I learned from reading Driven From Within by Michael Jordan and Mark Vancil. 

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    Episode Outline: 

    Players who practice hard when no one is paying attention play well when everyone is watching.

    It's hard, but it's fair. I live by those words. 

    To this day, I don't enjoy working. I enjoy playing, and figuring out how to connect playing with business. To me, that's my niche. People talk about my work ethic as a player, but they don't understand. What appeared to be hard work to others was simply playing for me.

    You have to be uncompromised in your level of commitment to whatever you are doing, or it can disappear as fast as it appeared. 

    Look around, just about any person or entity achieving at a high level has the same focus. The morning after Tiger Woods rallied to beat Phil Mickelson at the Ford Championship in 2005, he was in the gym by 6:30 to work out. No lights. No cameras. No glitz or glamour. Uncompromised. 

    I knew going against the grain was just part of the process.

    The mind will play tricks on you. The mind was telling you that you couldn't go any further. The mind was telling you how much it hurt. The mind was telling you these things to keep you from reaching your goal. But you have to see past that, turn it all off if you are going to get where you want to be.

    I would wake up in the morning thinking: How am I going to attack today?

    I’m not so dominant that I can’t listen to creative ideas coming from other people. Successful people listen. Those who don’t listen, don’t survive long.

    In all honesty, I don't know what's ahead. If you ask me what I'm going to do in five years, I can't tell you. This moment? Now that's a different story. I know what I'm doing moment to moment, but I have no idea what's ahead. I'm so connected to this moment that I don't make assumptions about what might come next, because I don't want to lose touch with the present. Once you make assumptions about something that might happen, or might not happen, you start limiting the potential outcomes. 

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    Founders
    en-usMay 12, 2024

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    What I learned from reading The Match King: Ivar Kreuger, The Financial Genius Behind a Century of Wall Street Scandals by Frank Partnoy. 

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    1. Ivar was charismatic. His charisma was not natural. Ivar spent hours every day just preparing to talk. He practiced his lines for hours like great actors do.

    2. Ivar’s first pitch was simple, easy to understand, and legitimate: By investing in Swedish Match, Americans could earn profits from a monopoly abroad.

    3. Joseph Duveen noticed that Europe had plenty of art and America had plenty of money, and his entire astonishing career was the product of that simple observation. — The Days of Duveen by S.N. Behrman.  (Founders #339 Joseph Duveen: Robber Baron Art Dealer)

    4. Ivar studied Rockefeller and Carnegie: Ivar's plan was to limit competition and increase profits by securing a monopoly on match sales throughout the world, mimicking the nineteenth century oil, sugar, and steel trusts.

    5. When investors were manic, they would purchase just about anything. But during the panic that inevitably followed mania, the opposite was true. No one would buy.

    6. The problem isn’t getting rich. The problem is staying sane. — Charlie Munger

    7. Ivar understood human psychology. If something is limited and hard to get to that increases desire. This works for both products (like a Ferrari) and people (celebrities). Ivar was becoming a business celebrity.

    8.  I’ve never believed in risking what my family and friends have and need in order to pursue what they don't have and don't need. — The Essays of Warren Buffett by Warren Buffett and Lawrence Cunningham. (Founders #227)

    9. Great ideas are simple ideas: Ivar hooked Durant with his simple, brilliant idea: government loans in exchange for match monopolies.

    10. Ivar wrote to his parents, "I cannot believe that I am intended to spend my life making money for second-rate people. I shall bring American methods back home. Wait and see - I shall do great things. I'm bursting with ideas. I am only wondering which to carry out first."

    11. Ivar’s network of companies was far too complex for anyone to understand: It was like a corporate family tree from hell, and it extended into obscurity.

    12. “Victory in our industry is spelled survival.”   —Steve Jobs

    13. Ivar's financial statements were sloppy and incomplete. Yet investors nevertheless clamored to buy his securities.

    14. As more cash flowed in the questions went away. This is why Ponzi like schemes can last so long. People don’t want to believe. They don’t want the cash to stop.

    15. A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders #222)

    16.  A summary of Charlie Munger on incentives:

    1. We all underestimate the power of incentives.
    2. Never, ever think about anything else before the power of incentives.
    3. The most important rule: get the incentives right.

    17. This is nuts! Fake phones and hired actors!

    Next to the desk was a table with three telephones. The middle phone was a dummy, a non-working phone that Ivar could cause to ring by stepping on a button under the desk. That button was a way to speed the exit of talkative visitors who were staying too long. Ivar also used the middle phone to impress his supporters. When Percy Rockefeller visited Ivar pretended to receive calls from various European government officials, including Mussolini and Stalin. That evening, Ivar threw a lavish party and introduced Rockefeller to numerous "ambassadors" from various countries, who actually were movie extras he had hired for the night.

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    #347 How Walt Disney Built His Greatest Creation: Disneyland

    #347 How Walt Disney Built His Greatest Creation: Disneyland

    What I learned from reading Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. 

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    (8:00) When in 1955 we heard that Disney had opened an amusement park under his own name, it appeared certain that we could not look forward to anything new from Mr. Disney.

    We were quite wrong.

    He had, instead, created his masterpiece.

    (13:00) This may be the greatest product launch of all time: He had run eight months of his television program. He hadn't named his new show Walt Disney Presents or The Wonderful World of Walt Disney.

    It was called simply Disneyland, and every weekly episode was an advertisement for the still unborn park.

    (15:00) Disneyland is the extension of the powerful personality of one man.

    (15:00) The creation of Disneyland was Walt Disney’s personal taste in physical form.

    (24:00) How strange that the boss would just drop it. Walt doesn’t give up. So he must have something else in mind.

    (26:00) Their mediocrity is my opportunity. It is an opportunity because there is so much room for improvement.

    (36:00) Roy Disney never lost his calm understanding that the company's prosperity rested not on the rock of conventional business practices, but on the churning, extravagant, perfectionist imagination of his younger brother.

    (41:00) Walt Disney’s decision to not relinquish his TV rights to United Artists was made in 1936. This decision paid dividends 20 years later. Hold on. Technology -- developed by other people -- constantly benefited Disney's business. Many such cases in the history of entrepreneurship.

    (43:00) Walt Disney did not look around. He looked in. He looked in to his personal taste and built a business that was authentic to himself.

    (54:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes.

    We just did the work. Processes came later. All of these things had never been done before.

    Walt had gathered up all these people who had never designed a theme park, a Disneyland.

    So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything.

    We just worked and Walt just walked around and had suggestions."

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    #346 How Walt Disney Built Himself

    #346 How Walt Disney Built Himself

    What I learned from rereading Walt Disney: The Triumph of the American Imagination by Neal Gabler. 

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    (2:00) Disney’s key traits were raw ingenuity combined with sadistic determination.

    (3:00) I had spent a lifetime with a frustrated, and often unemployed man, who hated anybody who was successful. 

    Francis Ford Coppola: A Filmmaker's Life by Michael Schumacher. (Founders #242)

    (6:00) Disney put excelence before any other consideration.

    (11:00) Maybe the most important thing anyone ever said to him: You’re crazy to be a professor she told Ted. What you really want to do is draw. Ted’s notebooks were always filled with these fabulous animals. So I set to work diverting him. Here was a man who could draw such pictures. He should earn a living doing that. 

    Becoming Dr. Seuss: Theodor Geisel and the Making of an American Imagination by Brian Jay Jones. (Founders #161)

    (14:00) A quote about Edwin Land that would apply to Walt Disney too:

    Land had learned early on that total engrossment was the best way for him to work. He strongly believed that this kind of concentrated focus could also produce extraordinary results for others. Late in his career, Land recalled that his “whole life has been spent trying to teach people that intense concentration for hour after hour can bring out in people resources they didn’t know they had.”  A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein. (Founders #134)

    (15:00) My parents objected strenuously, but I finally talked them into letting me join up as a Red Cross ambulance driver. I had to lie about my age, of course. 

    In my company was another fellow who had lied about his age to get in. He was regarded as a strange duck, because whenever we had time off and went out on the town to chase girls, he stayed in camp drawing pictures.

    His name was Walt Disney.

    Grinding It Out: The Making of McDonald's by Ray Kroc. (Founders #293)

    (20:00) Walt Disney had big dreams. He had outsized aspirations.

    (22:00) A quote from Edwin Land that would apply to Walt Disney too: My motto is very personal and may not fit anyone else or any other company. It is: Don't do anything that someone else can do.

    (24:00) Walt Disney seldom dabbled. Everyone who knew him remarked on his intensity; when something intrigued him, he focused himself entirely as if it were the only thing that mattered.

    (29:00) He had the drive and ambition of 10 million men.

    (29:00) I'm going to sit tight. I have the greatest opportunity I've ever had, and I'm in it for everything.

    (31:00) He seemed confident beyond any logical reason for him to be so. It appeared that nothing discouraged him.

    (31:00) You have to take the hard knocks with the good breaks in life.

    (32:00) Nothing wrong with my aim, just gotta change the target. — Jay Z

    (35:00) He sincerely wanted to be counted among the best in his craft.

    (43:00) He didn't want to just be another animation producer. He wanted to be the king of animation. Disney believed that quality was his only real advantage.

    (47:00) Walt Disney wanted domination. Domination that would make his position unassailable.

    (49:00) Disney was always trying to make something he could be proud of.

    (50:00) We have a habit of divine discontent with our performance. It is an antidote to smugness.

    Eternal Pursuit of Unhappiness: Being Very Good Is No Good,You Have to Be Very, Very, Very, Very, Very Good by David Ogilvy and Ogivly & Mather.  (Founders #343)

    (53:00) While it is easy, of course, for me to celebrate my doggedness now and say that it is all you need to succeed, the truth is that it demoralized me terribly. I would crawl into the house every night covered in dust after a long day, exhausted and depressed because that day's cyclone had not worked. There were times when I thought it would never work, that I would keep on making cyclone after cyclone, never going forwards, never going backwards, until I died.

    Against the Odds: An Autobiography by James Dyson (Founders #300)

    (56:00) He doesn't place a premium on collecting friends or socializing: "I don't believe in 50 friends. I believe in a smaller number. Nor do I care about society events. It's the most senseless use of time. When I do go out, from time to time, it's just to convince myself again that I'm not missing a lot."

    The Red Bull Story by Wolfgang Fürweger (Founders #333)

    (1:02:00) Steve was at the center of all the circles.

    He made all the important product decisions.

    From my standpoint, as an individual programmer, demoing to Steve was like visiting the Oracle of Delphi.

    The demo was my question. Steve's response was the answer.

    While the pronouncements from the Greek Oracle often came in the form of confusing riddles, that wasn't true with Steve.

    He was always easy to understand.

    He would either approve a demo, or he would request to see something different next time.

    Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.

    He was always trying to ensure the products were as intuitive and straightforward as possible, and he was willing to invest his own time, effort, and influence to see that they were.

    Through looking at demos, asking for specific changes, then reviewing the changed work again later on and giving a final approval before we could ship, Steve could make a product turn out like he wanted.

    Much like the Greek Oracle, Steve foretold the future.

    Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (1:07:00) He griped that when he hired veteran animators he had to “put up with their Goddamn poor working habits from doing cheap pictures.” He believed it was easier to start from scratch with young art students and indoctrinate them in the Disney system.

    (1:15:00) I don’t want to be relagated to the cartoon medium. We have worlds to conquer here.

    (1:17:00) Advice Henry Ford gave Walt Disney about selling his company: If you sell any of it you should sell all of it.

    (1:23:00) He kept a slogan pasted inside of his hat: You can’t top pigs with pigs. (A reminder that we have to keep blazing new trails.)

    (1:25:00) Disney’s Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow.

    (1:33:00) It is the detail. If we lose the detail, we lose it all.

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    #345 George Lucas

    #345 George Lucas

    What I learned from rereading George Lucas: A Life by Brian Jay Jones.

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    (0:01) George Lucas unapologetically invested in what he believed in the most: himself.

    (1:00) George Lucas is the Thomas Edison of the modern film industry.

    (1:30) A list of biographies written by Brian Jay Jones

    (6:00) Elon Musk interviewed by Kevin Rose

    (10:15) How many people think the solution to gaining quality control, improving fiscal responsibility, and stimulating technological innovation is to start their own special-effects company? But that’s what he did.

    (17:00) When I finally discovered film, I really fell madly in love with it. I ate it. I slept it. 24 hours a day. There was no going back.

    (18:00) Those on the margins often come to control the center. (Game of Thrones)

    (21:00) As soon as I made my first film, I thought, Hey, I’m good at this. I know how to do this. From then on, I’ve never questioned it.

    (23:00) He was becoming increasingly cranky about the idea of working with others and preferred doing everything himself.

    (34:00) Francis Ford Coppola: A Filmmaker's Life by Michael Schumacher. (Founders #242)

    (42:00) The film Easy Rider was made for $350,000. It grossed over $60 million at the box office.

    (45:00) The Founders: The Story of PayPal and the Entrepreneurs Who Shaped Silicon Valley by Jimmy Soni. (Founders #233)

    A Mind at Play: How Claude Shannon Invented the Information Age by Jimmy Soni and Rob Goodman (Founders #95)

    Steve Jobs & The NeXT Big Thing by Randall Stross. (Founders #77)

    (47:00) What we’re striving for is total freedom, where we can finance our pictures, make them our way, release them where we want them released, and be completely free. That’s very hard to do in the world of business. You have to have the money in order to have the power to be free.

    (49:00) You should reject the status quo and pursue freedom.

    (49:00) People would give anything to quit their jobs. All they have to do is do it. They’re people in cages with open doors.

    (51:00) Stay small. Be the best. Don’t lose any money.

    (59:00) That was a very dark period for me. We were in dire financial strait. I turned that down [directing someone else’s movie] at my bleakest point, when I was in debt to my parents, in debt to Francis Coppola, in debt to my agent; I was so far in debt I thought I’d never get out. It took years to get from my first film to my second film, banging on doors, trying to get people to give me a chance. Writing, struggling, with no money in the bank… getting little jobs, eking out a living. Trying to stay alive, and pushing a script that nobody wanted.

    (1:02:00) “Opening this new restaurant might be the worst mistake I've ever made."

    Stanley [Stanley Marcus of Neiman Marcus] set his martini down, looked me in the eye, and said, "So you made a mistake. You need to understand something important. And listen to me carefully: The road to success is paved with mistakes well handled."

    His words remained with me through the night. I repeated them over and over to myself, and it led to a turning point in the way I approached business.

    Stanley's lesson reminded me of something my grandfather Irving Harris had always told me:

    “The definition of business is problems."

    His philosophy came down to a simple fact of business life: success lies not in the elimination of problems but in the art of creative, profitable problem solving. The best companies are those that distinguish themselves by solving problems most effectively.

    Setting the Table: The Transforming Power of Hospitality in Business by Danny Meyer. 

    (1:05:00) My thing about art is that I don’t like the word art because it means pretension and bullshit, and I equate those two directly. I don’t think of myself as an artist. I’m a craftsman. I don’t make a work of art; I make a movie.

    (1:06:00) I know how good I am. American Graffiti is successful because it came entirely from my head. It was my concept. And that’s the only way I can work.

    (1:09:00) Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (1:21:00) The budget for Star Wars was $11 million. In brought in $775 million at the box office alone!

    (1:25:00) Steven Spielberg made over $40 million from the original Star Wars. Spielberg gave Lucas 2.5% of Close Encounters of the Third Kind and Lucas gave Spielberg 2.5% of Star Wars. That to 2.5% would earn Spielberg more than $40 million over the next four decades.

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    Related Episodes

    #245 Rick Rubin (In the Studio)

    #245 Rick Rubin (In the Studio)

    What I learned from reading Rick Rubin: In the Studio by Jake Brown.

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    Rick Rubin on Lex Fridman Podcast #275

    Rick Rubin on The Peter Attia Drive Podcast #57

    Shangri-La Documentary

    Rick’s podcast Broken Record

    [1:39] Decoded by Jay Z. (Founders #238)

    [3:19] Simplicity is the ultimate sophistication.

    [3:31] His goal is to record music in its most basic and purest form. No extra bells and whistles. All wheat, no chaff.

    [5:42] Dr. Land was saying: “I could see what the Polaroid camera should be. It was just as real to me as if it was sitting in front of me before I had ever built one.” And Steve said: “Yes, that’s exactly the way I saw the Macintosh.” He said if I asked someone who had only used a personal calculator what a Macintosh should be like they couldn’t have told me. There was no way to do consumer research on it so I had to go and create it and then show it to people and say now what do you think?” Both of them had this ability to not invent products, but discover products. Both of them said these products have always existed — it’s just that no one has ever seen them before. We were the ones who discovered them. The Polaroid camera always existed and the Macintosh always existed — it’s a matter of discovery.

    [7:31] My goal is to just get out of the way and let the people I'm working with be the best versions of themselves.

    [7:50] Berkshire Hathaway Letters to Shareholders 1965-2018 by Warren Buffett (Founders #88)

    [11:26] In-N-Out Burger: A Behind-the-Counter Look at the Fast-Food Chain That Breaks All the Rules by Stacy Perman. (Founders #244)

    [14:13] “Designing a product is keeping 5,000 things in your brain and fitting them all together in new and different ways.” —Steve Jobs

    [16:00] Less is more but you have to do more to get to less.

    [16:25] Against The Odds: An Autobiography by James Dyson and reading A History of Great Inventions by James Dyson. (Founders #200)

    [17:56] Rubin's most valuable quality is his own confidence.

    [20:57]  If we're going to do this, let's aim for greatness. You have to believe what you were doing is the most important thing in the world.

    [21:29] Damn Right: Behind the Scenes with Berkshire Hathaway Billionaire Charlie Munger by Janet Lowe. (Founders #221) “Everybody engaged in complicated work needs colleagues. Just the discipline of having to put your thoughts in order with somebody else is a very useful thing.”

    [24:24] On being a reducer —not a producer: Often in the studio there will be the idea to add layers to make it seem bigger. Sometimes the more things you add, the smaller it gets. A lot of it is counterintuitive. You need to discover it in practice.

    [27:10] I want to play loud. I want to be heard. And I want all to know I'm not one of the herd.

    [36:16] There were no stars in rap music. It was really just a work of passion. Everyone who was doing it was doing it because they loved it, not because anyone thought it was a career.

    [38:12] Krush Groove YouTube link

    [38:47] Russell really cared about finding new ways to expose their music to a bigger audience.

    [39:03] Bloomberg by Michael Bloomberg.  (Founders #228)

    [44:19] A handmade product at scale.

    [48:23] Rap music as recorded work was just eight years old.

    [50:06] Q: Do you have an engine of constant dissatisfaction. Self criticism that I could have done better? A: No. I’m pleased with the work that we did. Excited to keep working. It’s fun. I don’t know what else I’d do with myself. I like making things, it’s fun. I feel like it’s my reason to be on the planet so I just keep doing it. If it could be better I would have kept working on it. If it could be better it’s not done. I’ve done everything I can to make it the best it can be. I can’t do more than that so there is nothing to be critical of. It is almost like a diary entry. Everything we make is a reflection in a moment in time. Could be a day, could be a year.

    [52:54] These things that we don't understand and cannot explain happen regularly.

    [58:33] To be ignorant of what occurred before you were born is to remain always a child.

    [58:58] He's living in four different centuries at once.

    [1:01:02] I believe in you so much, I'm going to make you believe in you.

    [1:03:07] Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson (Founders #140)  Gates and Allen were convinced the computer industry was about to reach critical mass, and when it exploded it would usher in a technological revolution of astounding magnitude. They were on the threshold of one of those moments when history held its breath... and jumped, as it had done with the development of the car and the airplane. They could either lead the revolution or be swept along by it.

    [1:05:35] The newest sounds have a tendency to sound old when the next new sound comes along. But a grand piano sounded great 50 years ago and will sound great 50 years from now. I try to make records that have a timeless quality.

    [1:13:58] Mozart: A Life by Paul Johnson. (Founders #240)

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    #254 John D. Rockefeller: The Founding Father of the Rockefellers

    #254 John D. Rockefeller: The Founding Father of the Rockefellers

    What I learned from reading John D: The Founding Father of the Rockefellers by David Freeman Hawke.

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    [0:07] He transmitted messages in code and secrecy covered all of his operations.

    [0:39]  Rockefeller compared himself to Napoleon.

    [2:20] He could think quicker and along more individual and original lines than any of them.

    [2:35] It is always hard to successfully control what you don't understand.

    [3:32] Titan: The Life of John D. Rockefeller by Ron Chernow. (Founders #248)

    [7:27] By the time I was a man — long before it —I had learned the underlying principles of business and the rules of business as well as many men acquire them by the time they are 40. I needed no one to advise me about the nature of transactions with which I had been carrying on since childhood.

    [8:59] Random Reminiscences of Men and Events by John D. Rockefeller. (Founders #148)

    [10:55] You should try to expose yourself to experiences that are slightly ahead of your skillset or understanding and you should do so constantly.

    [13:48] A veteran of long-distance provider MCI, Price came to Amazon in 1999. He blundered early by suggesting in a meeting that Amazon executives who traveled frequently should be permitted to fly business-class. Bezos often said he wanted his colleagues to speak their minds, but at times it seemed he did not appreciate being personally challenged. “You would have thought I was trying to stop the Earth from tilting on its axis,” Price says, recalling that moment with horror years later. “Jeff slammed his hand on the table and said, ‘That is not how an owner thinks! That’s the dumbest idea I’ve ever heard.’ — The Everything Store: Jeff Bezos and the Age of Amazon by Brad Stone (Founders #179)

    [18:42] He saw that posted rates, supposedly fixed, could also be negotiated. All was not as it seemed on the outside.

    [20:45] He was the greatest borrower I ever saw.

    [22:12] What if the president of a bank refused to make me a loan? That was nothing. That made no difference to me; simply meant that I must look elsewhere until I got what I wanted.

    [26:07] Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson (Founders #140)

    [26:41] Lost from view is the Rockefeller that Cleveland knew in the 1860s— a vigorous, alert gentleman with a quiet, but extraordinary personality.

    [29:10] Small egos do not build giant companies.

    [30:23] When Money Was In Fashion: Henry Goldman, Goldman Sachs, and the Founding of Wall Street by June Breton Fisher. (Founders #255)

    [33:10] The customer-experience path we've chosen requires us to have an efficient cost structure. The good news for shareowners is that we see much opportunity for improvement in that regard. Everywhere we look we find what experienced Japanese manufacturers would call muda, or waste.* I find this incredibly energizing. I see it as potential-years and years of variable and fixed productivity gains and more efficient, higher velocity, more flexible capital expenditures. — Invent and Wander: The Collected Writings of Jeff Bezos (Founders #155)

    [34:54] Other refiners groused about these restrictions, but in general they accepted them as facts to live with. Rockefeller refused to do so.

    [38:55] Last Train to Paradise: Henry Flagler and the Spectacular Rise and Fall of the Railroad that Crossed an Ocean by Les Standiford. (Founders #247)

    [40:15] You don’t want turnover on your core product team. Knowledge compounds. Don’t interrupt the compounding. — Softwar: An Intimate Portrait of Larry Ellison and Oracle by Matthew Symonds (Founders #124)

    [47:47] 1. You raise money so you can increase production. 2. Use your increased production to get better rates on transportation than other refiners. 3. Use your increased profits —because you have better transportation —to buy your competitors. 4. You continue to find secret sources of income.

    [55:23] Most simply doubted that Rockefeller's plan would work. John, it cannot be done, they said.

    [56:13] It was ruthless efficiency and hyper competence.

    [1:00:07] Rockefeller loves secret allies.

    [1:00:31] The secret ownership of other companies was so well preserved that often a refiner enraged by Standard’s ruthless tactics would refuse its offer to buy him out and sell instead to a local competitor—unaware that he had in fact sold out to Standard.

    [1:02:01] He believed that Standard Oil stock is the most valuable thing in the world to own and always bought more of it.

    [1:05:57] Check out how Rockefeller turns an expense into a profit center: Standard purchased a half interest in Chess, Carley & Company, the largest distributor of refined oil to the South and Southwest. Together they purchased a number of the newly introduced bulk tank cars. Chess-Carley shipped turpentine from southern pine forests to Cleveland, where the cars were emptied and the turpentine was sold in the local market. The tank cars were then filled with kerosene and sent back to Louisville for distribution. In a single swoop the huge expense of shipment by barrels had been eliminated.

    [1:09:22] He proceeded in the same steady, methodical way that a farmer plowed a field.

    [1:13:47] The danger Potts and the Pennsylvania railroad posed to his creation convinced Rockefeller that the time had come to pick a fight with the world's largest industrial corporation.

    [1:23:20] Rockefeller would have horse-drawn carriages drive up and down the streets and sell oil directly.

    [1:28:28] I think it is fair to say that the strong men who were competitors in the oil refining business, the aggressive men in the best financial condition, and the most intelligent, indeed the class of men who would be most likely to survive in the competitive struggle, were the men who were most likely to take up our idea of cooperation.

    [1:33:09] Dark Genius of Wall Street: The Misunderstood Life of Jay Gould, King of the Robber Barons by Edward J. Renehan Jr.

    [1:35:38] Jay Gould was the single most unsettling force ever to appear on the American industrial scene.

    [1:36:22] Among wheelers and dealers of his day Gould had no peer.

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    #293: Ray Kroc (The Making of McDonald's)

    #293: Ray Kroc (The Making of McDonald's)

    What I learned from rereading Grinding It Out: The Making of McDonald's by Ray Kroc.

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    [2:00] I have always believed that each man makes his own happiness and is responsible for his own problems.

    [4:00] I was fascinated by the simplicity and effectiveness of the system they described that night.Each step in producing the limited menu was stripped down to its essence and accomplished with a minimum of effort.

    [5:00] When I flew back to Chicago that fateful day in 1954, I had a freshly signed contract with the McDonald brothers in my briefcase. I was a battle-scarred veteran of the business wars, but I was still eager to go into action. I was 52 years old. I had diabetes and incipient arthritis. I had lost my gall bladder and most of my thyroid gland in earlier campaigns. But I was convinced that the best was ahead of me.

    [6:00] It’s not what you do it’s how you do it:

    Ralph Lauren: The Man Behind the Mystique by Jeffrey Trachtenberg. (Founders #288)

    Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson. (Founders #290)

    The Invisible Billionaire: Daniel Ludwig by Jerry Shields. (Founders #292)

    [8:00] I never considered my dreams wasted energy. They were invariably linked to some form of action.

    [10:00] For me, work was play.

    [13:00] I vowed that this was going to be my only job. I was going to make my living at it and to hell with moonlighting of any kind. I intended to devote every ounce of my energy to selling, and that's exactly what I did.

    [14:00] Francis Ford Coppola: A Filmmaker's Life by Michael Schumacher. (Founders #242)

    [20:00] This was the first phase of grinding it out—building my personal monument to capitalism. I paid tribute, in the feudal sense, for many years before I was able to rise with McDonald's on the foundation I had laid.

    [21:00] Make every detail perfect and limit the number of details to perfect.

    [26:00] I was putting every cent I had and all I could borrow into this project.

    [28:00] Perfection is very difficult to achieve and perfection was what I wanted in McDonald's. Everything else was secondary.

    [29:00] If my competitor was drowning, I'd put a hose in his mouth.

    [44:00] Titan: The Life of John D. Rockefeller by Ron Chernow. (Founders #248)

    John D: The Founding Father of the Rockefellers by David Freeman Hawke. (Founders #254)

    [47:00] The advertising campaign we put together was a smash hit. It turned Californians into our parking lots as though blindfolds had been removed from their eyes.

    [48:00] Authority should go with the job.

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    #266 Henry Ford's Autobiography

    #266 Henry Ford's Autobiography

    What I learned from rereading My Life and Work by Henry Ford.

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    [7:45] True education is gained through the discipline of life.

    [8:00] Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg. (Founders #263)

    [9:40] Reading this book is like having a one-sided conversation with one of the greatest entrepreneurs to ever live who just speaks directly to you and tells you, “Hey this is my philosophy on company building.”

    [12:40] His main idea is that business exists for one reason and one reason only —to provide service for other people.

    [12:50] Everything I do is serving my true end — which is to make a product that makes other people's lives better.

    [13:47] A sale is proof of utility.

    [15:00] The sense of accomplishment from overcoming difficulty is satisfying in a way that a life of leisure and ease will never be.

    [16:00] I think Amazon's culture is largely based on one thing. It's not based on 14. It's based on customer obsession. That is what Bezos would die on the hill for.  —Invest Like The Best: Ravi Gupta

    [20:04] Later Bezos recalled speaking at an all-hands meeting called to address the assault by Barnes & Noble. “Look, you should wake up worried, terrified every morning,” he told his employees. “But don’t be worried about our competitors because they`re never going to send us any money anyway. Let’s be worried about our customers and stay heads-down focused.” — The Everything Store: Jeff Bezos and the Age of Amazon by Brad Stone (Founders #179)

    [20:40] Henry Fords philosophy: Get rid of waste, increase efficiency through thinking and technology, drop your prices and make more money with less profit per car, watch your costs religiously, when needed bring that business process in house, and always focus on service.

    [21:15] Money comes naturally as the result of service.  —Henry Ford

    [21:56] Churchill by Paul Johnson. (Founders #225)

    [22:10] Churchill tells his son “Your idle and lazy life is very offensive to me. You appear to be leading a perfectly useless existence.”

    [23:45] 3 part series on the founder of General Motors Billy Durant and Alfred Sloan:

    Billy Durant Creator of General Motors: The Story of the Flamboyant Genius Who Helped Lead America into the Automobile Age by Lawrence Gustin. (Founders #120)

    Billy, Alfred, and General Motors: The Story of Two Unique Men, A Legendary Company, and a Remarkable Time in American History by William Pelfrey. (Founders #121)

    My Years with General Motors by Alfred Sloan. (Founders #122)

    [24:16] Henry Ford's ONE idea that was different from every other automobile manufacturer:

    He was determined to concentrate on the low end of the market, where he believed that high volume would drive costs down and at the same time feed even more demand for the product. It was a fundamental difference in philosophy.  — Billy, Alfred, and General Motors: The Story of Two Unique Men, A Legendary Company, and a Remarkable Time in American History by William Pelfrey. (Founders #121)

    [25:50] There must be a better way of doing that. And so through a thousand processes.

    [27:59] The only way to truly understand what you're doing is to do it for a long time and focus on it.

    [28:30] It's unbelievable how much you don't know about the game that you've been playing all your life. — Mickey Mantle

    [32:25] One idea at a time is about as much as anyone can handle.

    [35:45] Picking up horse shit used to be a job.

    [37:30] That is the way with wise people — they are so wise and practical that they always know to a dot just why something cannot be done; they always know the limitations. That is why I never employ an expert in full bloom. If ever I wanted to kill opposition by unfair means I would endow the opposition with experts. They would have so much good advice that I could be sure they would do little work.

    [38:20] I cannot say that it was hard work. No work with interest is ever hard.

    [40:45] None of this works unless you bet on yourself. And usually you are not in the best position when you have to make this decision.

    [49:59] The most beautiful things in the world are those from which all excess weight has been eliminated.

    [50:15] Rick Rubin: In the Studio by Jake Brown. (Founders #245)

    [54:10] I can entirely sympathize with the desire to quit a life of activity and retire to a life of ease. I have never felt the urge myself.

    [55:30] I don't wanna make a low quality cheap product. I wanna make a high quality cheap product. To do that he's literally got to invent the ability to mass produce cars —which did not exist before Henry Ford.

    [56:00] A principle rather than an individual is at work. And that the principle is so simple that it seems mysterious.

    [56:25] He says if we can save 10 steps a day for each of the 12,000 employees that I have, you will save 50 miles of wasted motion and misspent energy every day. The way Ford’s brain works is very similar to the way Rockefeller's brain works. — Titan: The Life of John D. Rockefeller by Ron Chernow. (Founders #248)

    [58:25] What a line! : No one ever considers himself expert if he really knows his job. A man who knows a job sees so much more to be done than he has done, that he is always pressing forward and never gives up an instant of thought to how good and how efficient he is. Thinking always ahead, thinking always of trying to do more, brings a state of mind in which nothing is impossible.

    [59:10] I refuse to recognize that there are impossibilities. I cannot discover that any one knows enough about anything on this earth definitely to say what is and what is not possible.

    [59:30] Not a single operation is ever considered as being done in the best or cheapest way in our company.

    [1:01:05] Continuous improvement makes your business likely to survive economic downturns.

    [1:05:27] “The definition of business is problems." His philosophy came down to a simple fact of business life: success lies not in the elimination of problems but in the art of creative, profitable problem solving. The best companies are those that distinguish themselves by solving problems most effectively. — Setting the Table: The Transforming Power of Hospitality in Business by Danny Meyer. (Founders #20)

    [1:06:38] The best companies are those that distinguish themselves by solving problems most effectively.

    [1:06:53] That is the point that Henry Ford is making. You should thank your stars for the problem that you're having because once you solve it, you will now have better problem solving abilities. And therefore it's likely over time, that your company becomes more successful as a result of you being forced into this very difficult position to actually grow and acquire these new skills, because business is problems.

    [1:08:45] Lucas unapologetically invested in what he believed in the most: himself. —George Lucas: A Life by Brian Jay Jones. (Founders #35)

    [1:12:35] Henry Ford distilled down to five words: maximum service at minimum cost.

    [1:18:52] Every advance begins in a small way and with the individual.

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    #103 Hetty Green (The Richest Woman in America)

    #103 Hetty Green (The Richest Woman in America)

    What I learned from reading The Richest Woman in America: Hetty Green in the Gilded Age by Janet Wallach. 

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    [0:10] She was  the smartest woman on Wall Street, a financial genius, a railroad magnate, a real estate mogul, a Gilded Era renegade, a reliable source for city funds.

    [0:19] “I have had fights with some of the greatest financial men in the country. Did you ever hear of any of them getting ahead of Hetty Green?”

    [1:10] I go my own way, take no partners, risk nobody else’s fortune.

    [1:29] She was considered the single biggest individual financier in the world.

    [1:58]  A Mind at Play: How Claude Shannon Invented the Information Age by Jimmy Soni and Rob Goodman (Founders #95)

    [2:55] Watch your pennies and the dollars will take care of themselves.

    [3:31] Don’t close a bargain until you have reflected on it overnight.

    [4:00] I am always buying when everyone wants to sell, and selling when everyone wants to buy.

    [4:51] I never set out for anything that I don’t conquer.

    [5:55] To live content with small means; To seek elegance rather than luxury, And refinement rather than fashion; To be worthy, not respectable, and wealthy, not rich.

    [7:27] Her father’s advice: Never owe anyone anything.

    [9:44] By the time she is 13 she is the family bookkeeper.

    [11:53] She paid attention when he (her father) repeated again and again that property was a trust to be taken care of and enlarged for future generations. She obeyed when he insisted that she keep her own accounts in order and later praised the experience. “There is nothing better than this sort of training,” she said.

    [13:28] Hetty hungered for money itself.

    [14:08] List of financial panics discussed in the book: Panic of 1857, Panic of 1866, The Long Depression 1873-1896 which had several panics within, (Panic of 1873, 1884, 1890, 1893) Panic 1901 and Panic of 1907.

    [16:18] She was a master at studying what happened before her.

    [16:31] The First Tycoon: The Epic Life of Cornelius Vanderbilt by TJ Stiles. (Founders #54) and Tycoon's War: How Cornelius Vanderbilt Invaded a Country to Overthrow America's Most Famous Military Adventurer by Stephen Dando-Collins (Founders #55)

    [17:15] Clever men like Russell Sage, a future role model for Hetty, kept substantial amounts of cash on hand and used it to buy stocks at rock-bottom prices. John Pierpont Morgan told his son there was a good lesson to be learned from other people’s greed and good bargains to be found in the aftermath. In future times, Hetty would always keep cash available and use it to buy when everyone else was selling. Much later, Warren Buffett would do the same. But most people watched their money wash away in the flood.

    [23:57] This was the start of the contrary investing she followed for the rest of her life: buying when everyone else was selling; selling when everyone else was buying. “I buy when things are low and nobody wants them. I keep them until they go up and people are crazy to get them. That is, I believe, the secret of all successful business,” she said.

    [26:46] Hetty, like Claude Shannon, Warren Buffett, and Ed Thorp, collected a lot of information. Hetty read more and studied more than most other people.

    [28:07] The opportunities were enormous for those with the stomach to take the risks.

    [30:25] The markets may change, the methods may be revamped, but as long as human beings are propelled by greed and ego, they are doomed to repeat the mistakes of the past.

    [31:11] She had a pile of cash when others were scouring for pennies, but she also had a deft mind and the colossal courage to push against the crowd.

    [36:17] Hetty’s investments were not always known: she purchased property under fictitious names, bought stocks under other identities, and was praised by shrewd observers for how closely she held her positions.

    [37:41] Williams greeted his new customer with all the courtesy and respect due a woman of her wealth. “I have observed that many a tattered garment hides a package of bonds and that gorgeous clothing does not always cover a millionaire,” he told his colleagues.

    [44:14] The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen (Founders #37)

    [45:52] Hetty didn't like the idle rich. She respected authentic achievement.

    [48:48] Companies who stocks had skyrocketed collapsed when their lack of capital was revealed.

    [49:22] The HP Way: How Bill Hewlett and I Built Our Company by David Packard. (Founders #29)

    [49:30] More companies die from indigestion than starvation. —David Packard

    [50:58] She used her intelligence to increase her wealth, her independence to live as she wished, and her strength to battle anyone who stood in her way.

    [55:24] They sought her out to sell off their possessions. As rates rose, more and more of “the solidest men in Wall Street,” she said, from “financiers to legitimate businessmen,” came to call, begging to unload everything from palatial mansions to automobiles. “They came to me in droves,” she recalled.

    [59:30] When it comes to spending your life, there have to be some things neglected. If you try to do too much, you can never get anywhere.

    [59:53] You see this advice over and over again. You just got to figure out what that thing is that you want to focus on. No one can answer that question for you.

    [1:00:14] I think the key to a happy life is getting to the end of your life with the least amount of regrets as possible.

    [1:00:24] She prized the life she led. “I enjoy being in the thick of things. I like to have a part in the great movements of the world and especially of this country. I like to deal with big things and with big men. I would rather do [this] than play bridge. Indeed, my work is my amusement, and I believe it is also my duty.”

    ——

    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested, so my poor wallet suffers. ”— Gareth

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