100 Million Dollars Quotes

He found himself one night in a bar standing beside a gorgeous woman. “Would you be willing to sleep with me for $1 million?” he asked her. She looked him over. There wasn’t much to see—but still, $1 million! She agreed to go back to his room. “All right then, “ he said. “Would you be willing to sleep with me for $100?” “A hundred dollars!” she shot back. “What do you think I am, a prostitute?” “We’ve already established that. Now we’re just negotiating the price.

Imagine being a poor person and you find out that the Queen who literally does nothing is making 100 million dollars in a year.

26 Thought-Provoking Questions: 1. if you could own any single object that you don't have now, what would it be? 2. if you could have one superpower, what would it be? 3. if you could meet anyone in history, who would you choose and what would you ask them? 4. if you could add one person to your family, who would it be? 5. if you could be best friends with anyone in the world, who would you pick? 6. if you could change anything about your face, what would it be 7. if you could change anything about your parents, what would it be? 8. if you could fast-forward your life, how old would you want to be and why? 9. what is the one object you own that matters more to you than anything else? 10. what is the one thing in the world that you are most afraid of? 11. if you could go to school in a foreign country, which one would you pick? 12. if you had the power to drop any course from your curriculum, what would it be? 13. if you caught your best friend stealing from you, what would you do? 14. if you had a chance to spend a million dollars on anything but yourself, how would you spend it? 15. if you could look like anyone you wanted, who would that be? 16. if you were a member of the opposite sex, who would you want to look like? 17. if you could change your first name, what name would you chose? 18. what's the best thing about being a teen? 19. what's the worst? 20. if someone you like asked you out on a date, but your best friend had a crush on this person, what would you do? 21. what is the worst day of the week? 22. if you had to change places with one of your friends, who would you chose? 23. if you could be any sports hero, who would you like to be? 24. what's the one thing you've done in your life that you wish you could do over differently? 25. what would you do if you found a dollar in the street? what if you found $100? $10,000? 26. if you had a chance to star in any movie, who would you want as a costar?

Margins matter in business. If a business has $1,000,000 dollars in revenues but $1.5 million in expenses, the business is heading for self destruction due to a liquidity problem. Meanwhile, if another business only has $100,000 in revenues and $50,000 in expenses, it’s doing better than the first business even though it has less revenues. And a business with $60,000 in revenues but only $2,000 in expenses technically has a greater margin than both of the other businesses. Revenues are very important, but the key is to both maximize revenues and minimize expenses so that you have the widest profit margin possible.

If you initialed one dollar per second, you would make $1,000 every seventeen minutes. After 12 days of nonstop effort you would acquire your first $1 million. Thus, it would take you 120 days to accumulate $10 million and 1,200 days— something over three years—to reach $100 million. After 31.7 years you would become a billionaire, and after almost a thousand years you would be as wealthy as Bill Gates. But not until after 31,709.8 years would you count your trillionth dollar (and even then you would be less than one-fourth of the way through the pile of money representing America’s national debt). That is what $1 trillion is.

Customers Want Solutions, Not Ideas Customers don’t care about your ideas; they care about whether you can solve their problems. And you should not build your idea into a business if you don’t know with 100 percent certainty that it’s a solution your customers will pay for.

There needs to be an intersection of the set of people who wish to go, and the set of people who can afford to go...and that intersection of sets has to be enough to establish a self-sustaining civilisation. My rough guess is that for a half-million dollars, there are enough people that could afford to go and would want to go. But it’s not going to be a vacation jaunt. It’s going to be saving up all your money and selling all your stuff, like when people moved to the early American colonies...even at a million people you’re assuming an incredible amount of productivity per person, because you would need to recreate the entire industrial base on Mars. You would need to mine and refine all of these different materials, in a much more difficult environment than Earth. There would be no trees growing. There would be no oxygen or nitrogen that are just there. No oil.Excluding organic growth, if you could take 100 people at a time, you would need 10,000 trips to get to a million people. But you would also need a lot of cargo to support those people. In fact, your cargo to person ratio is going to be quite high. It would probably be 10 cargo trips for every human trip, so more like 100,000 trips. And we’re talking 100,000 trips of a giant spaceship...If we can establish a Mars colony, we can almost certainly colonise the whole Solar System, because we’ll have created a strong economic forcing function for the improvement of space travel. We’ll go to the moons of Jupiter, at least some of the outer ones for sure, and probably Titan on Saturn, and the asteroids. Once we have that forcing function, and an Earth-to-Mars economy, we’ll cover the whole Solar System. But the key is that we have to make the Mars thing work. If we’re going to have any chance of sending stuff to other star systems, we need to be laser-focused on becoming a multi-planet civilisation. That’s the next step.

Talk about a group that is REALLY suffering, it's women in America. To be a woman in America is just to live under this sword of wage inequality. Ask her in 20 years from now, "Patricia Arquette, you had the chance to talk to millions of people in over 100 countries. What did you decide to talk about? With women being traded as sex slaves in the tens of thousands under Islamic rule, in Africa and the middle East, and WHAT did you decide to talk about?" Wage inequality in America. You're a moral fool. If in fact women really got 77 cents to the dollar, why would any employer hire men? If I can get the exact same work and save almost 25%, you would have to be an idiot to hire a man! It's all nonsense. It's all a lie.

And then there’s the tale of an economist on holiday in Las Vegas. He found himself one night in a bar standing beside a gorgeous woman. “Would you be willing to sleep with me for $1 million?” he asked her. She looked him over. There wasn’t much to see—but still, $1 million! She agreed to go back to his room. “All right then, ” he said. “Would you be willing to sleep with me for $100?” “A hundred dollars!” she shot back. “What do you think I am, a prostitute?” “We’ve already established that. Now we’re just negotiating the price.

Collectively, the medical industry has become the country’s biggest lobbying force, spending nearly half a billion dollars each year. In 2015 the oil and gas industry spent $130 million, securities and investment firms about $100 million, and the defense/aerospace industry a mere $75 million.

Early naturalists talked often about “deep time”—the perception they had, contemplating the grandeur of this valley or that rock basin, of the profound slowness of nature. But the perspective changes when history accelerates. What lies in store for us is more like what aboriginal Australians, talking with Victorian anthropologists, called “dreamtime,” or “everywhen”: the semi-mythical experience of encountering, in the present moment, an out-of-time past, when ancestors, heroes, and demigods crowded an epic stage. You can find it already by watching footage of an iceberg collapsing into the sea—a feeling of history happening all at once. It is. The summer of 2017, in the Northern Hemisphere, brought unprecedented extreme weather: three major hurricanes arising in quick succession in the Atlantic; the epic “500,000-year” rainfall of Hurricane Harvey, dropping on Houston a million gallons of water for nearly every single person in the entire state of Texas; the wildfires of California, nine thousand of them burning through more than a million acres, and those in icy Greenland, ten times bigger than those in 2014; the floods of South Asia, clearing 45 million from their homes. Then the record-breaking summer of 2018 made 2017 seem positively idyllic. It brought an unheard-of global heat wave, with temperatures hitting 108 in Los Angeles, 122 in Pakistan, and 124 in Algeria. In the world’s oceans, six hurricanes and tropical storms appeared on the radars at once, including one, Typhoon Mangkhut, that hit the Philippines and then Hong Kong, killing nearly a hundred and wreaking a billion dollars in damages, and another, Hurricane Florence, which more than doubled the average annual rainfall in North Carolina, killing more than fifty and inflicting $17 billion worth of damage. There were wildfires in Sweden, all the way in the Arctic Circle, and across so much of the American West that half the continent was fighting through smoke, those fires ultimately burning close to 1.5 million acres. Parts of Yosemite National Park were closed, as were parts of Glacier National Park in Montana, where temperatures also topped 100. In 1850, the area had 150 glaciers; today, all but 26 are melted.

By the fall of 1929, Livermore built up his biggest short position ever, $450 million spread across 100 stocks. And he was about to receive the biggest payday of his entire life. From October 25 through November 13, the Dow crashed 32%. In those 11 days, the Dow fell 5% seven times. Livermore covered all of his shorts and was worth $100 million, equivalent to $1.4 billion in today's dollars. He was one of the richest people in the world. This would be the height of his powers.

In the late 1800s a certain man taught Sunday school for over 20 years in a Baptist church; he eventually became the wealthiest man in the world. He also did not pay tithes. He was not generous toward anyone, quite the opposite, he was the reason that journalists came up with the term, "Robber Baron." The man was John D. Rockefeller. He engaged in ruthless and illegal business practices and built an oil company called Standard Oil that was so large that, when it was broken up by antitrust laws, several major oil companies were created from that one company. Over one hundred years ago, John D. Rockefeller was worth over one billion dollars, which would be 50 to 100 billion dollars in today’s money. If he did pay tithes it would have meant an income of 100 million dollars (5 to 10 billion today) to his local church. It was not God that "blessed" him with great wealth; it was Satan, the god of greed. God does not lead people to engage in ruthless and illegal business practices in a desire for more, more, more. Even in his old age, he displayed his greed by giving away dimes. He always had dimes in his pocket so he could generously give one to people he met! What lessons are we to learn from this? One very important thing is that very often Satan will give people lots of money because Satan knows that money is very deceitful and can make even the most devout Christian materialistic and greedy. Let's take a look at another example. There is today a man who planned to become a missionary when he was young, but he not only turned against his calling, he turned against Christianity. Do you suppose that God has blessed this man? He is today a multi-billionaire, media-mogul. The man is Ted Turner, who started CNN and is a partner in Time-Warner and other media companies. Can we use him as an example that God blesses a righteous man? No, actually, the opposite is most likely true, that Satan prospers those who turn from the straight way.

The facts are unmistakably plain, for those who bother to check the facts. In 1921, when the tax rate on people making over $100,000 a year was 73 percent, the federal government collected a little over $700 million in income taxes, of which 30 percent was paid by those making over $100,000. By 1929, after a series of tax rate reductions had cut the tax rate to 24 percent on those making over $100,000, the federal government collected more than a billion dollars in income taxes, of which 65 percent was collected from those making over $100,000.[10

According to one recent study [...] the [climate change] denial-espousing think tanks and other advocacy groups making up what sociologist Robert Brulle calls the “climate change counter-movement” are collectively pulling in more than $ 900 million per year for their work on a variety of right-wing causes, most of it in the form of “dark money”— funds from conservative foundations that cannot be fully traced. This points to the limits of theories like cultural cognition that focus exclusively on individual psychology. The deniers are doing more than protecting their personal worldviews - they are protecting powerful political and economic interests that have gained tremendously from the way Heartland and others have clouded the climate debate. The ties between the deniers and those interests are well known and well documented. Heartland has received more than $ 1 million from ExxonMobil together with foundations linked to the Koch brothers and the late conservative funder Richard Mellon Scaife. Just how much money the think tank receives from companies, foundations, and individuals linked to the fossil fuel industry remains unclear because Heartland does not publish the names of its donors, claiming the information would distract from the “merits of our positions.” Indeed, leaked internal documents revealed that one of Heartland’s largest donors is anonymous - a shadowy individual who has given more than $ 8.6 million specifically to support the think tank’s attacks on climate science. Meanwhile, scientists who present at Heartland climate conferences are almost all so steeped in fossil fuel dollars that you can practically smell the fumes. To cite just two examples, the Cato Institute’s Patrick Michaels, who gave the 2011 conference keynote, once told CNN that 40 percent of his consulting company’s income comes from oil companies (Cato itself has received funding from ExxonMobil and Koch family foundations). A Greenpeace investigation into another conference speaker, astrophysicist Willie Soon, found that between 2002 and 2010, 100 percent of his new research grants had come from fossil fuel interests.

One of Palau’s biggest draws for tourist divers is its shark population. When I asked for Remengesau’s reaction to the hundreds of shark fins found in the hold of the Shin Jyi, he immediately launched into an explanation of the economic impact of killing sharks. Alive, an individual shark is worth over $170,000 annually in tourism dollars, or nearly $2 million over its lifetime, he said. Dead, each sells for $100, and usually that money goes to a foreign poacher. Even if his numbers seemed a bit overstated, there was no doubting the financial consequences of killing the sharks. More than a dozen countries, including Palau and Taiwan, had banned shark finning. But demand for the fins, especially in Asia, remained high. Served at Chinese weddings and other official banquets, shark-fin soup, which can sell for over $100 per bowl, has for centuries signified wealth.

A large brand will typically spend between 10 and 20 percent of their media buy on creative,” DeJulio explains. “So if they have a $500 million media budget, there’s somewhere between $50 to $100 million going toward creating content. For that money they’ll get seven to ten pieces of content, but not right away. If you’re going to spend $1 million on one piece of content, it’s going to take a long time—six months, nine months, a year—to fully develop. With this budget and timeline, brands have no margin to take chances creatively.” By contrast, the Tongal process: If a brand wants to crowdsource a commercial, the first step is to put up a purse—anywhere from $50,000 to $200,000. Then, Tongal breaks the project into three phases: ideation, production, and distribution, allowing creatives with different specialties (writing, directing, animating, acting, social media promotion, and so on) to focus on what they do best. In the first competition—the ideation phase—a client creates a brief describing its objective. Tongal members read the brief and submit their best ideas in 500 characters (about three tweets). Customers then pick a small number of ideas they like and pay a small portion of the purse to these winners. Next up is production, where directors select one of the winning concepts and submit their take. Another round of winners are selected and these folks are given the time and money to crank out their vision. But this phase is not just limited to these few winning directors. Tongal also allows anyone to submit a wild card video. Finally, sponsors select their favorite video (or videos), the winning directors get paid, and the winning videos get released to the world. Compared to the seven to ten pieces of content the traditional process produces, Tongal competitions generate an average of 422 concepts in the idea phase, followed by an average of 20 to 100 finished video pieces in the video production phase. That is a huge return for the invested dollars and time.

Xerox’s venture capital division wanted to be part of the second round of Apple financing during the summer of 1979. Jobs made an offer: “I will let you invest a million dollars in Apple if you will open the kimono at PARC.” Xerox accepted. It agreed to show Apple its new technology and in return got to buy 100,000 shares at about $10 each. By the time Apple went public a year later, Xerox’s $1 million worth of shares were worth $17.6 million. But Apple got the better end of the bargain. Jobs and his colleagues went to see Xerox PARC’s technology in December 1979 and, when Jobs realized he hadn’t been shown enough, got an even fuller demonstration a few days later. Larry Tesler was one of the Xerox scientists called upon to do the briefings, and he was thrilled to show off the work that his bosses back east had never seemed to appreciate. But the other briefer, Adele Goldberg, was appalled that her company seemed willing to give away its crown jewels. “It was incredibly stupid, completely nuts, and I fought to prevent giving Jobs much of anything,” she recalled.

The average household income in America is right around $50,000 per year, according to the Census Bureau. Joe and Suzy Average would invest $7,500 (15 percent) per year or $625 per month. If you make $50,000 per year and have no payments except the house mortgage and live on a budget, can you invest $625 per month? Follow me here. If Joe and Suzy invest $625 per month with no match into Roth IRAs from age thirty to age seventy, they will have $7,588,545 tax-FREE! That is almost $8 million. What if I’m half-wrong? What if you end up with only $4 million? What if I’m six times wrong? Sure beats the 97 out of 100 sixty-five-year-olds who can’t write a check for $600! I would submit to you that Joe and Suzy are well below average. Why? In our example they started at the average household income in America, and in forty years of work never got a raise. They saved 15 percent of income and never increased it by one dollar. There is no excuse to retire without financial dignity in the United States today. Most of you will have well over $2 million pass through your hands in your working lifetime, so do something about catching some of that money. Gayle asked me one day if it was too late for her to start saving. Gayle wasn’t twenty-seven like Joe and Suzy. She was fifty-seven years old, but with her attitude you would have thought this lady was 107. Harold Fisher had a much better outlook at age one hundred than Gayle did at age fifty-seven. Life had dealt her some blows and had knocked most of the hope out of her. A Total Money Makeover is not a magic show. You start where you are, and you do the steps. These steps work if you are twenty-seven or fifty-seven, and they don’t change. Gayle might be starting the retirement investing step at sixty that Joe and Suzy start at thirty years old. Gayle was unwise to enter her sixties without an emergency fund and with credit-card debt and a car payment. She, like all of us, couldn’t save when she has debt and no umbrella for when it rains. Would it have been better for Gayle to start when she was twenty-seven or even forty-seven? Obviously. But once she was done with the pity party, she still needed to start with Baby Step One and follow The Total Money Makeover step-by-step to put herself in the best position possible.

she feels lucky to have a job, but she is pretty blunt about what it is like to work at Walmart: she hates it. She’s worked at the local Walmart for nine years now, spending long hours on her feet waiting on customers and wrestling heavy merchandise around the store. But that’s not the part that galls her. Last year, management told the employees that they would get a significant raise. While driving to work or sorting laundry, Gina thought about how she could spend that extra money. Do some repairs around the house. Or set aside a few dollars in case of an emergency. Or help her sons, because “that’s what moms do.” And just before drifting off to sleep, she’d think about how she hadn’t had any new clothes in years. Maybe, just maybe. For weeks, she smiled at the notion. She thought about how Walmart was finally going to show some sign of respect for the work she and her coworkers did. She rolled the phrase over in her mind: “significant raise.” She imagined what that might mean. Maybe $2.00 more an hour? Or $2.50? That could add up to $80 a week, even $100. The thought was delicious. Then the day arrived when she received the letter informing her of the raise: 21 cents an hour. A whopping 21 cents. For a grand total of $1.68 a day, $8.40 a week. Gina described holding the letter and looking at it and feeling like it was “a spit in the face.” As she talked about the minuscule raise, her voice filled with anger. Anger, tinged with fear. Walmart could dump all over her, but she knew she would take it. She still needed this job. They could treat her like dirt, and she would still have to show up. And that’s exactly what they did. In 2015, Walmart made $14.69 billion in profits, and Walmart’s investors pocketed $10.4 billion from dividends and share repurchases—and Gina got 21 cents an hour more. This isn’t a story of shared sacrifice. It’s not a story about a company that is struggling to keep its doors open in tough times. This isn’t a small business that can’t afford generous raises. Just the opposite: this is a fabulously wealthy company making big bucks off the Ginas of the world. There are seven members of the Walton family, Walmart’s major shareholders, on the Forbes list of the country’s four hundred richest people, and together these seven Waltons have as much wealth as about 130 million other Americans. Seven people—not enough to fill the lineup of a softball team—and they have more money than 40 percent of our nation’s population put together. Walmart routinely squeezes its workers, not because it has to, but because it can. The idea that when the company does well, the employees do well, too, clearly doesn’t apply to giants like this one. Walmart is the largest employer in the country. More than a million and a half Americans are working to make this corporation among the most profitable in the world. Meanwhile, Gina points out that at her store, “almost all the young people are on food stamps.” And it’s not just her store. Across the country, Walmart pays such low wages that many of its employees rely on food stamps, rent assistance, Medicaid, and a mix of other government benefits, just to stay out of poverty. The

Hillary rode her husband’s success to become first lady of Arkansas, then first lady of the United States. Then she won an easy race in liberal New York to become its junior senator. As a senator she accomplished, well, nothing. Then she ran for the Democratic presidential nomination, losing to Barack Obama, who appointed her secretary of state. Despite extensive travels, Hillary’s achievements as secretary of state are essentially nil. As with Benghazi, most of her notable actions are screwups. In an apparent confirmation of the Peter Principle, however, Hillary is now back as the leading candidate for the Democratic nomination for president in 2016. Hillary is fortunate, not merely in her career path, but also in being the surprise recipient of hundreds of millions of dollars that have been rained on her and her husband both directly and through the Clinton Foundation. The Clinton Foundation has raised more than $2 billion in contributions. A substantial portion of that came from foreign governments. Some sixteen nations together have given $130 million. In addition, through speeches and consulting fees, more than $100 million has ended up in the pockets of the Clintons themselves. The foundation, although ostensibly a charitable enterprise, gives only one dollar out of ten to charity. It has also been disclosed that the Clintons have developed a penchant for traveling in high style, and use a substantial amount of donation money on private planes and penthouse suites. The rest of the loot seems to have been accumulated into a war chest that is at the behest of the Clintons and the Hillary presidential campaign.

The Rockefeller Foundation was established in 1913 to maintain the control of the family’s oil empire. Today this foundation is the most important shareholder of Exxon with 4.3 million shares. Additionally, the foundation has two million shares in Standard Oil of California and 300.000 shares in Mobil Oil. Other smaller foundations belonging to the Rockefellers have three million shares in Exxon, and 400.000 shares in Standard Oil of Ohio. The total asset of this group of Rockefeller companies, amount to more than fifty billion dollars.[20] For a researcher who concentrates on the Rockefeller family, it won’t be difficult to prove that this immensely rich family has played an important role in the American politics of the twentieth century. The drift and decisions of American politics lead directly back to the Rockefeller family. The Rockefellers immigrated to America from Spain. The best-known member of this family was the influential industrialist, banker John Davidson Rockefeller. He asserted himself as the richest man of his time. Before going into oil transport, he was a wholesaler of narcotic drugs.[21] With an unbridled energy, he set up the Standard Oil Trust, which now possesses ninety percent of the oil refineries in the United States.[22] John Davidson Rockefeller also bought the Pocantico Hills territory in New York, which is the domicile of over a 100 families with the name Rockefeller. David Rockefeller, an absolute genius in the field of finances, has been managing Chase Manhattan Bank, the most important bank in the world, since 1945. The power of this bank is great enough to bring about or destroy governments, to start or end wars, and ruin companies or let them flourish worldwide, ultimately exerting great influence on the entire human race.

These senators and representatives call themselves “leaders.” One of the primary principles of leadership is that a leader never asks or orders any follower to do what he or she would not do themselves. Such action requires the demonstration of the acknowledged traits of a leader among which are integrity, honesty, and courage, both physical and moral courage. They don’t have those traits nor are they willing to do what they ask and order. Just this proves we elect people who shouldn’t be leading the nation. When the great calamity and pain comes, it will have been earned and deserved. The piper always has to be paid at the end of the party. The party is about over. The bill is not far from coming due. Everybody always wants the guilty identified. The culprits are we the people, primarily the baby boom generation, which allowed their vote to be bought with entitlements at the expense of their children, who are now stuck with the national debt bill that grows by the second and cannot be paid off. These follow-on citizens—I call them the screwed generation—are doomed to lifelong grief and crushing debt unless they take the only other course available to them, which is to repudiate that debt by simply printing up $20 trillion, calling in all federal bills, bonds, and notes for payoff, and then changing from the green dollar to say a red dollar, making the exchange rate 100 or 1000 green dollars for 1 red dollar or even more to get to zero debt. Certainly this will create a great international crisis. But that crisis is coming anyhow. In fact it is here already. The U.S. has no choice but to eventually default on that debt. This at least will be a controlled default rather than an uncontrolled collapse. At present it is out of control. Congress hasn’t come up with a budget in 3 years. That’s because there is no way at this point to create a viable budget that will balance and not just be a written document verifying that we cannot legitimately pay our bills and that we are on an ever-descending course into greater and greater debt. A true, honest budget would but verify that we are a bankrupt nation. We are repeating history, the history we failed to learn from. The history of Rome. Our TV and video games are the equivalent distractions of the Coliseums and circus of Rome. Our printing and borrowing of money to cover our deficit spending is the same as the mixing and devaluation of the gold Roman sisteri with copper. Our dysfunctional and ineffectual Congress is as was the Roman Senate. Our Presidential executive orders the same as the dictatorial edicts of Caesar. Our open borders and multi-millions of illegal alien non-citizens the same as the influx of the Germanic and Gallic tribes. It is as if we were intentionally following the course written in The History of the Decline and Fall of the Roman Empire. The military actions, now 11 years in length, of Iraq and Afghanistan are repeats of the Vietnam fiasco and the RussianAfghan incursion. Our creep toward socialism is no different and will bring the same implosion as socialism did in the U.S.S.R. One should recognize that the repeated application of failed solutions to the same problem is one of the clinical definitions of insanity. * * * I am old, ill, physically used up now. I can’t have much time left in this life. I accept that. All born eventually die and with the life I’ve lived, I probably should have been dead decades ago. Fate has allowed me to screw the world out of a lot of years. I do have one regret: the future holds great challenge. I would like to see that challenge met and overcome and this nation restored to what our founding fathers envisioned. I’d like to be a part of that. Yeah. “I’d like to do it again.” THE END PHOTOS Daniel Hill 1954 – 15

Bitcoin is not a currency. Bitcoin is the internet of money. As a technology, it can bring economic inclusion and empowerment to billions of people in the world. I’ll give you one example of a specific application that is going to fundamentally change the lives of more than a billion people in the next five to ten years. ​ Every day, an immigrant somewhere cashes their paycheck and stands in line to wire 50 percent of that paycheck back to their home country to feed their extended family. Here in the US, 60 million people have no bank accounts, yet they cash their paychecks and send them abroad. Overall in the world, $550 billion is transmitted every year as remittances from first-world countries. Much of that money is sent to five major destinations: Mexico, India, the Philippines, Indonesia, and China. In some of these places, remittances represent up to 40 percent of the local economy. Sitting on top of that flow of $550 billion are companies like Western Union, and they take, on average, a cut of 9 percent of every single one of these transactions out of the pockets of the poorest people of the world. Imagine what happens when one day one of these immigrants figures out they can do the same thing with bitcoin — not for 15 percent, not 10 percent, not 5 percent, but for 5 cents. Not a percentage; a flat fee. What happens when they can do that? They can, right now. There is a startup company that is handling remittances between the US and the Philippines. They’re doing a few million dollars right now, but they’re going to start growing. There’s $500 billion sitting behind that dam. When you’re an immigrant and you can change your financial future by not paying 9 percent to send money home, imagine what happens if every month, instead of sending 91 dollars home, you send 100 dollars home. That makes a difference. There are a billion people, right now, with access to the internet and feature phones who could use bitcoin as an international wire-transfer service.

THE PAYOFF IS EXTRAORDINARY I was giving a seminar in Detroit a couple of years ago when a young man, about thirty years old, came up to me at the break. He told me that he had first come to my seminar and heard my “3 Percent Rule” about ten years ago. At that time, he had dropped out of college, was living at home, driving an old car, and earning about $20,000 a year as an office-to-office salesman. He decided after the seminar that he was going to apply the 3 Percent Rule to himself, and he did so immediately. He calculated 3 percent of his income of $20,000 would be $600. He began to buy sales books and read them every day. He invested in two audio-learning programs on sales and time management. He took one sales seminar. He invested the entire $600 in himself, in learning to become better. That year, his income went from $20,000 to $30,000, an increase of 50 percent. He said he could trace the increase with great accuracy to the things he had learned and applied from the books he had read and the audio programs he had listened to. So the following year, he invested 3 percent of $30,000, a total of $900, back into himself. That year, his income jumped from $30,000 to $50,000. He began to think, “If my income goes up at 50 percent per year by investing 3 percent back into myself, what would happen if I invested 5 percent? KEEP RAISING THE BAR The next year, he invested 5 percent of his income, $2,500, into his learning program. He took more seminars, traveled cross-country to a conference, bought more audio- and video-learning programs, and even hired a part-time coach. And that year, his income doubled to $100,000. After that, like playing Texas Hold-Em, he decided to go “all in” and raise his investment into himself to 10 percent per year. He told me that he had been doing this every since. I asked him, “How has investing 10 percent of your income back into yourself affected your income?” He smiled and said, “I passed a million dollars in personal income last year. And I still invest 10 percent of my income in myself every single year.” I said, “That’s a lot of money. How do you manage to spend that much money on personal development?” He said, “It’s hard! I have to start spending money on myself in January in order to invest it all by the end of the year. I have an image coach, a sales coach, and a speaking coach. I have a large library in my home with every book, audio program, and video program on sales and personal success I can find. I attend conferences, both nationally and internationally in my field. And my income keeps going up and up every year.

BUYING OFF THE ENVIRONMENTALISTS Where are the environmentalists? For fifty years, they’ve been carrying on about overpopulation; promoting family planning, birth control, abortion; and saying old people have a “duty to die and get out of the way”—in Colorado’s Democratic Governor Richard Lamm’s words. In 1971, Oregon governor and environmentalist Tom McCall told a CBS interviewer, “Come visit us again. . . . But for heaven’s sake, don’t come here to live.” How about another 30 million people coming here to live? The Sierra Club began sounding the alarm over the country’s expanding population in 1965—the very year Teddy Kennedy’s immigration act passed65—and in 1978, adopted a resolution expressly asking Congress to “conduct a thorough examination of U.S. immigration laws.” For a while, the Club talked about almost nothing else. “It is obvious,” the Club said two years later, “that the numbers of immigrants the United States accepts affects our population size and growth rate,” even more than “the number of children per family.”66 Over the next three decades, America took in tens of millions of legal immigrants and illegal aliens alike. But, suddenly, about ten years ago, the Sierra Club realized to its embarrassment that importing multiple millions of polluting, fire-setting, littering immigrants is actually fantastic for the environment! The advantages of overpopulation dawned on the Sierra Club right after it received a $100 million donation from hedge fund billionaire David Gelbaum with the express stipulation that—as he told the Los Angeles Times—“if they ever came out anti-immigration, they would never get a dollar from me.”67 It would be as if someone offered the Catholic Church $100 million to be pro-abortion. But the Sierra Club said: Sure! Did you bring the check? Obviously, there’s no longer any reason to listen to them on anything. They want us to get all excited about some widening of a road that’s going to disturb a sandfly, but the Sierra Club is totally copasetic with our national parks being turned into garbage dumps. Not only did the Sierra Club never again say another word against immigration, but, in 2004, it went the extra mile, denouncing three actual environmentalists running for the Club’s board, by claiming they were racists who opposed mass immigration. The three “white supremacists” were Dick Lamm, the three-time Democratic governor of Colorado; Frank Morris, former head of the Black Congressional Caucus Foundation; and Cornell professor David Pimentel, who created the first ecology course at the university in 1957 and had no particular interest in immigration.68 But they couldn’t be bought off, so they were called racists.

One million dollars’ worth of one-cent coins (100 million coins) weigh 246  tons.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

This practice often produces a receivables asset that is one of the largest tangible assets on a company's balance sheet. A review of the 2004 Fortune 500 certainly reveals this truth. Receivables ranked among the top three tangible assets for 75% of the top 100 companies. Surprisingly, management of this multi-million (or multi-bil- lion) dollar asset rarely receives much senior management attention, except when a serious problem develops. The custodians of the receivables asset are similar to umpires of a baseball game; they are not noticed unless they do

It’s getting-up time,” Alessandro declares. “Today is the day.” “What day?” “The release date.” “What are we talking about?” “Daa-add. The new XBOX game. Hunting Old Sammie.” Armand opens his eyes. He looks at his son looking at him. The boy’s eyes are only inches away. “You’re kidding.” “It’s the newest best game. You hunt down terrorists and kill them.” Lifting his voice, “‘Deploy teams of Black Berets into the ancient mountains of Tora Bora. Track implacable terrorists to their cavernous lairs. Rain withering fire down on the homicidal masterminds who planned the horror of September eleven, two-thousand-and-one.’” The kid’s memory is canny. Armand lifts Alex off his chest and sits up. “Who invented it?” “I’m telling you, dad. It’s an XBOX game.” “We can get it today?” “No,” Leah says. “Absolutely not. The last thing he needs is another violent video game.” “Mahhuum!” “How bad can it be?” says Armand. “How would you know? A minute ago you hadn’t heard of it.” “And you had?” “I saw a promo. Helicopter gunships with giant machine guns. Soldiers with flamethrowers, turning bearded men into candles.” “Sounds great.” “Armand, really. How old are you?” “I don’t see what my age has to do with it.” “Dad, it’s totally cool. ‘Uncover mountain strongholds with thermal imaging technology. Call in air-strikes by F-16s. Destroy terrorist cells with laser weaponry. Wage pitched battles against mujahideen. Capture bin Laden alive or kill him on the spot. March down Fifth Avenue with jihadists’ heads on pikes. Make the world safe for democracy.’” Safe for Dick Cheney’s profits, Armand thinks, knowing all about it from his former life, but says nothing. It’s pretty much impossible to explain the complexity of how things work within the greater systemic dysfunction. Instead, he asks the one question that matters. “How much does it cost?” Alessandro’s mouth minces sideways. He holds up fingers, then realizes he needs more than two hands. Armand can see the kid doesn’t want to say. “C’mon. ’Fess up.” Alex sighs. “A one with two zeros.” “One hundred dollars.” Alex’s eyes slide away. Rapid nods, face averted. “Yeah.” “For a video game, Alex.” “Yhep.” “No way.” “Daa-add! It’s the greatest game ever!” The boy is beginning to whine. “Don’t whine,” Armand tells him. “On TV it’s awesome. The army guys are flaming a cave and when the terror guys try to escape, they shoot them.” “Neat.” “Their turbans are on fire.” “Even better.” “Armand,” Leah says. “Dad,” says Alessandro. He will not admit it but Armand is hooked. It would be deeply satisfying in the second-most intimate way imaginable to kill al Qaida terrorists holed up along the Afghanistan-Pakistan border—something the actual U.S. military cannot or will not completely do. But a hundred bucks. It isn’t really the money, although living on interest income Armand has become more frugal. He can boost the C-note but what message would it send? Hunting virtual terrorists in cyberspace is all well and good. But plunking down $100 for a toy seems irresponsible and possibly wrong in a country where tens of thousands are homeless and millions have no health insurance and children continue, incredibly, to go hungry. Fifty million Americans live in poverty and he’s looking to play games.

Among the gifts on the table was a DVD recording of the late Carlos Kleiber, a conducting titan who had cost our departing friend millions of dollars in cancelled projects.

If You Only Track Five Metrics… Track as many of these as you can in your sales force automation system’s dashboards: New leads created per month (also, from what source). Conversion rate of leads to opportunities. Number of, and pipeline dollar value of, qualified opportunities created per month. This is the most important leading indicator of revenue! Conversion rates of opportunities to closed deals. Booked revenues in three categories: New Business, Add-On Business, Renewal Business.

New leads created per month (also, from what source). Conversion rate of leads to opportunities. Number of, and pipeline dollar value of, qualified opportunities created per month. This is the most important leading indicator of revenue! Conversion rates of opportunities to closed deals. Booked revenues in three categories: New Business, Add-On Business, Renewal Business.

For years, Crittenden County had opted not to participate in the state’s network of county drug task forces, which shared all drug monies seized. Sullivan reported that, in 2000, Crittenden County’s independent drug task force had seized $5.43 million on the highways that passed through West Memphis and Marion. That constituted more than half the total amount of drug money seized during that year in the entire state. In 2001, FBI agents conducted at least two sting operations. Those led to indictments the following year.121 As Sullivan reported, “It may have been the recent, sudden improvement in the livelihoods of some of the officers—fancy motorcycles, big houses—that made neighbors and fellow officers suspicious.” Some of the flash points that caught investigators’ attention were a sheriff ’s deputy who lived with his schoolteacher wife in a quarter-million-dollar house, two deputies who flew private airplanes, one who’d reportedly paid $18,953 in cash for a Harley-Davidson motorcycle, and another who was said to have paid for a $26,500 ski boat with $100 bills.

Have you ever reached to a point where you asked God if the assignment is really from Him. In your account you have just 100 dollars and He is asking you to execute a 400 million dollar project. Have you reached to the point that you consider going further will make no sense? Have you reached the point where you asked God are you sure you are still with me? I just found myself in that Junction now. Turning back ....to realise I have gone too far for Him to forsake me. Moving forward I heard the voice saying ...be still and know that I am your God. Giving up.....Couldn't find it in my dictionary. Moral of the lesson. God cannot give you an assignment that is equal to your pocket. If it suits your pocket it is definitely not from God. Remember God will not take glory where nothing happen.

In 2008, there were about 800 million people in the world living on less than $1.00 a day. On average, each of these people is “short” about $0.28 a day; their average daily expenditure is $0.72 instead of the $1.00 it would take to lift them out of poverty.1 We could make up the shortfall with less than a quarter of a billion dollars a day; $0.28 times 800 million is $0.22 billion. If the United States were to try to do this on its own, each American man, woman, and child would have to pay $0.75 each day, or $1.00 a day each if children were exempted. We could cut this to $0.50 a person per day if the adults of Britain, France, Germany, and Japan joined in. Even

The Clintons came to Washington poor and are now extremely rich. One may say that they came professing to do good and left making out very well. The Clintons now have a net worth exceeding $100 million and they control assets exceeding a billion dollars. What did the Clintons have to do to earn this largesse? According to the Clintons, nothing. There were no bribes involved or deals made. People just happened to give them money, and then favorable things just happened for those people. Neither Hillary nor Bill caused those things to happen, or if they did, it was not because of the money flowing into their pockets. In other words, the Clintons have had better luck than Lucky Luciano, with a much bigger take than Luciano ever got. Luck,

Hillary is fortunate, not merely in her career path, but also in being the surprise recipient of hundreds of millions of dollars that have been rained on her and her husband both directly and through the Clinton Foundation. The Clinton Foundation has raised more than $2 billion in contributions. A substantial portion of that came from foreign governments. Some sixteen nations together have given $130 million. In addition, through speeches and consulting fees, more than $100 million has ended up in the pockets of the Clintons themselves. The foundation, although ostensibly a charitable enterprise, gives only one dollar out of ten to charity. It has also been disclosed that the Clintons have developed a penchant for traveling in high style, and use a substantial amount of donation money on private planes and penthouse suites. The rest of the loot seems to have been accumulated into a war chest that is at the behest of the Clintons and the Hillary presidential campaign. How

I would rather own 50% of a million-dollar company than 100% of a $150k company.

The prize itself—an elite college admission—comes at a steep price. The cost of a four-year college degree from any of the top-twenty private colleges in the United States now exceeds a quarter of a million dollars, including room, board, books, and fees. The top-twenty public universities cost less, but even they average between $100,000 and $200,000 for a four-year degree, including room, board, books, and fees, depending on one’s state resident status. Society’s desire for early-blooming validation has led to—let’s be honest—price gouging by those official scorekeepers of early achievement, colleges and universities. The rest of us are stuck with big bills and massive debt. Since 1970, college tuition costs have risen three times faster than the rate of inflation. College debt in the United States is now $1.3 trillion, with an 11.5 percent default rate. By all measures, the rush to bloom early has helped create a potential bust bigger than the 2008 housing bubble.

Spoiler alert, but I need to skip forward and address something. They figure out eventually that the reason Dennis Hopper made this extremely overcomplicated weird bus bomb is because he used to be a police bomb sexpert supercop just like Keanu. Unfortunately, his hand got fucked up in the line of duty, andn ow he's mad that his pension isn't luxurious enough. Can you imagine that story line being presented as a comprehensible motivation for terrorism in the year of our lord two thousand and twenty????? Hahahahaha! To a kid born in, say, 2001 that's like a fish threatening to blow up the ocean because he's thirsty. You're an already-comfortable yet inexplicably enraged middle-aged white guy in 1994 *with a government pension* who's prepared to kill a bunch of working-class people on public transit so you can squeeze millions of dollars of fun-money out of the US taxpayer coffers *because you want it?* LOL.

It is the only financial vehicle on the planet that can give you the following: • 100% guarantee on your deposits.17 (You can’t lose your money, and you keep total control.) • Upside without the downside: your account value growth will be tied to the market, so if the market goes up, you get to participate in the gains. But if the market goes down, you don’t lose a dime. • Tax deferral on your growth. (Remember the dollar-doubling example? Tax efficiency was the difference between having $28,466 or more than $1 million!) • A guaranteed lifetime income stream where you have control and get to decide when to turn it on. • Get this: the income payments can be made tax-free if structured correctly. • No annual management fees.

The Netscape offering changed that equation. Originally, Netscape planned to sell 3.5 million shares to the public at $14 each, a price that valued the company at about $500 million. Given that Netscape had posted only $17 million in sales—sales, not profits—during the previous six months, a half-billion-dollar valuation seemed highly optimistic. But not to investors looking for the next you-know-what. Netscape’s roadshows were mobbed; tech geeks who had never before bought a stock wanted to own the Navigator. One technology stock analyst said getting a session with Netscape’s management before the offering “was like getting a one-on-one with God.”3 With demand overwhelming, Netscape and Morgan Stanley, its underwriter, increased both the size and price of the offering, eventually selling 5 million shares at $28. Still, demand far outstripped supply; investors placed orders for 100 million shares, and Morgan Stanley had to decide which clients to favor with the limited number of shares it had available. “They don’t get any hotter than this,” the Journal reported the morning that Netscape opened for trading. With so much unmet demand, it was obvious that Netscape would begin trading far above the $28 offering. After struggling for hours to set a price, the Nasdaq’s market makers finally opened Netscape at $71 per share. It rose as high as $75 before settling back to end the day at $58.25. At that price the company was valued at more than $2 billion—one hundred times its trailing sales.

Do not get bogged down in right or wrong and quantitative evaluation. Look at what pertains to today. How do you define who is the robber, who is the businessman and who is the tycoon? Consider these examples. In the first case, a robber robs one person for a $1000, so the total of $1000 increases in value in a very crude way. In the second case, a business man employs 1000 workers and extracts $100 from each worker and makes $100K. In the third case, a business tycoon reaches millions of people and steals a dollar from each and makes millions, he is the tycoon.

The grandfather had died, Low undoubtedly loved him, but he was not as wealthy, or such a philanthropist, as his grandson made out. Neither was Low himself so charitable; the Jynwel Foundation had done little through 2012, while Low was busy raiding the 1MDB fund, even during his own cancer scare. It was true that the Jynwel Foundation had pledged more than $100 million to charities, although it had actually paid out only a fraction of that amount. Its activity began to pick up only in late 2013, just as negative media stories about Low were snowballing, and more so in 2014. In order to change the narrative, Edelman counseled Low to publicize his charitable endeavors, including pledges of tens of millions of dollars to National Geographic’s Pristine Seas endeavor and to the United Nations to save its news service from closure. Low was even planning to donate to his alma mater. At his request, an architect drew up plans for a new building at Wharton to be called the Jynwel Institute for Sustainable Business. Low was planning to make a $150 million commitment to build and operate the institute over thirty years, a munificent gesture, redolent of a Rockefeller or a Carnegie.

Jeremy Lamph is passionate about sports and has participated in many teams at a high level. He is particularly passionate about golf and has also played on a local professional level. Jeremy Lamph is currently the Senior Vice President of JLE Industries which is valued at 62 million dollars. He hopes to direct the company towards a valuation of 100 million dollars in 2020.

The few remaining sons of King Abdulaziz are paid directly by the Royal Diwan, and each receives several million dollars a year. The vast majority of princes and princesses collect their stipends from a special agency known, oddly, as the Office of Decisions and Adjustments. Within each category payments can vary significantly, but in general a grandson of King Abdulaziz receives roughly $200,000 a year and a great grandson $100,000. There are very few of Abdulaziz’s nephews still alive; their sons, however, receive roughly $50,000 a year. The descendants of King Abdulaziz’s cousins receive less. Distant branches of the family, such as the Farhan or Thunayyan, may receive nothing at all.

Forgive others from your heart” Peter asked, “How often should I forgive someone? Seven times?” Jesus answered, “Not seven times, I tell you: seventy-seven times.” “Once a king’s servant owed him ten million dollars. He couldn’t pay. The king ordered, ‘Sell this man and his family into slavery to pay his debt.’ “The servant begged, ‘Be patient. I’ll pay you everything.’ Pitying him, he said, ‘You don’t have to pay.’ “Later, a man owed him 100 dollars. ‘Pay me what you owe,’ he demanded. The man pleaded, ‘Have patience. I’ll pay you!’ But the servant put him in jail until he could pay. “Other servants saw this and told the king. The king said to the servant, ‘You wicked servant. I forgave you your debt because you begged me to. I had mercy on you. Shouldn’t you have had mercy on that man?’ The king sent him to prison until he’d paid his debt. “Peter, the lesson is this: My Father is like the king in this story. You are like a servant. So always forgive others from your heart.

The old music industry is dead. We’re standing in the ruins of a business built on private jets, Cristal, $18 CDs and million-dollar recording budgets. We’re in the midst of the greatest music industry disruption of the past 100 years. A fundamental shift has occurred—a shift that Millennials are driving. For the first time, record sales aren’t enough to make an artist’s career, and they certainly aren’t enough to ensure success. The old music industry clung desperately to sales to survive, but that model is long gone.2 —Honeyman

Noah Kagan went to UC Berkeley and graduated with degrees in Business and Economics. He worked at Intel for a short stint, and then found himself at Facebook, as employee #30. You’d think this is where the story would get really good: Noah went on to become the head of product and is now worth 10 billion dollars! That’s not what happened. Instead, he was fired after eight months. Noah has been very public about this, and it’s well documented. He even wrote about why it happened, which mostly comes down to the fact that he was young and inexperienced. Here’s where the real story gets interesting. After being fired, Noah spent ten months at Mint, another successful startup. For Noah, that was a side-hustle. After Mint, he founded KickFlip, a payment provider for social games. He also started an ad company called Gambit. Both of those companies fluttered around for a while and then fizzled out. Next came AppSumo, a daily deals website for tech software. AppSumo has done very well, and it’s still in business as of this writing, but Noah eventually turned his attention to another opportunity. While building up his other businesses, he had become an expert at email marketing, and realized there was a huge need for effective marketing tools. So he created SumoMe, a software company that helps people and companies build their email lists. SumoMe has exploded since its launch. Over 200,000 sites now use it in some capacity, and that number is growing every day. It’s easy to imagine SumoMe becoming a $100 million dollar company in a matter of years, and it’s completely bootstrapped. The company has taken zero funding from venture capitalists. That means Noah can run the business exactly how he wants. I’ve known Noah for almost ten years. I met him when my first company was getting off the ground. Several months ago, we were emailing back and forth about promoting my first book. He ended one of the emails with, “Keep the hustle strong.” I smiled when I read that. Noah is, and always will be, a hustler. He’s been hustling for his entire career―for over a decade. And he deserves everything that’s coming his way. Hustle never comes without defeat. It never comes without detours and side-projects. But the best hustlers all know this simple truth: All that matters is that you keep on hustling.

Persson did not create Minecraft because he wanted to create a billion-dollar company; he loved video games and kept his day job while developing it. When the game soared in popularity, he started a company, Mojang, with some of the profits, but kept it small, with just 12 employees. Even with zero dollars spent on marketing and no user instructions, Minecraft grew exponentially, flying past the 100 million registered user mark in 2014 based largely on word of mouth.2 Players shared user-generated extras like modifications (“mods”) and custom maps with each other, and the game caught on not only with children but their parents and even educators. Still, Persson avoided the valuation game, refusing an investment offer from former Facebook president Sean Parker. Finally, he and his co-founders sold Mojang to Microsoft for $2.5 billion, a fortune built on one man’s focus on creating something that people loved.3 On the other end of the spectrum is Zynga, one of the fastest startups ever to reach a $1 billion valuation.4 The social game developer had its first hit in 2009 with FarmVille. Next came Zynga’s partnership with Facebook that turned into a growth engine. The company began trading on the NASDAQ in December 2011 and had 253 million active users per month as late as the first quarter of 2013.5 Then the relationship with Facebook ended and the wheels started coming off. Flush with IPO cash, Zynga started exhibiting all the symptoms of ego-driven, grow-at-any-cost syndrome. They moved into a $228 million headquarters in San Francisco. They began hastily acquiring companies like NaturalMotion, Newtoy, and Area/Code. They infuriated customers by launching new games without sufficient testing and filling them with scripts that signed players up for unwanted subscriptions and services. When customer outrage went viral, instead of focusing on building better products, Zynga hired a behavioral psychologist to try to trick customers into loving its games.6 In a 2009 speech at Startup@Berkeley, CEO Mark Pincus said, “I funded [Zynga] myself but I did every horrible thing in the book to just get revenues right away. I mean, we gave our users poker chips if they downloaded this Zwinky toolbar, which . . . I downloaded it once — I couldn’t get rid of it. We did anything possible just to just get revenues so that we could grow and be a real business.”7 By the spring of 2016, Zynga had laid off about 18 percent of its workforce and its share price had declined from $14.50 in 2012 to about $2.50.

Creating value is not enough—you also need to capture some of the value you create. This means that even very big businesses can be bad businesses. For example, U.S. airline companies serve millions of passengers and create hundreds of billions of dollars of value each year. But in 2012, when the average airfare each way was $ 178, the airlines made only 37 cents per passenger trip. Compare them to Google, which creates less value but captures far more. Google brought in $ 50 billion in 2012 (versus $ 160 billion for the airlines), but it kept 21% of those revenues as profits—more than 100 times the airline industry’s profit margin that year. Google makes so much money that it’s now worth three times more than every U.S. airline combined.

The endowment would make a second serendipitous investment when Robert Noyce, a Grinnell trustee and alumnus, offered Grinnell stock in his then-private start-up, NM Electronics.22 Noyce had almost been expelled from Grinnell for stealing a pig and roasting it at a campus luau.23 He would have been expelled but for the intervention of his physics professor who felt that Noyce was the best student he’d ever taught. 24 The professor managed to persuade the school to reduce the expulsion to a one-semester suspension.25 Noyce never forgot the favor, and made the stock available to the school if it wanted it.26 Rosenfield told Noyce that the endowment would take all the stock he’d let it have.27 Grinnell’s endowment took 10 percent of the $3 million private placement (Grinnell put up $100,000, and Rosenfield and another trustee put up $100,000 each).28 Shortly thereafter the company, then renamed Intel, went public in 1971. Grinnell started selling the stake in 1974, at which time it was worth $14 million, more than half the value of the $27 million endowment. Noyce was concerned that Grinnell should have so much exposure to a single name associated with him, and cajoled Rosenfield to sell. He recalls, “Bob [Noyce] was trembling about it. He’d say, ‘I don’t want the college to lose any money on account of me.’ But I’d say, “We’ll worry about that, Bob. We’ll take the risk.”29 Noyce eventually wore Rosenfield down, however, and Grinnell fully exited the stake by 1980. On its sale, the Intel investment had generated a profit of 4,583 percent. Rosenfield told Zweig, “I wish we’d kept it. That was the biggest mistake we ever made. Selling must have cost us $50 million, maybe more.”30 Zweig didn’t have the heart to tell the then 96-year-old Rosenfield that the shares he sold would have been worth several billion dollars in 2000. Perhaps this is why Rosenfield “considers selling to be indistinguishable from error.

To make these loops actionable for product teams, you can break them down into more granular steps, and A/B test them. For example, Uber’s viral loop for drivers involved a referral program that was exposed during the onboarding process. There were a dozen or so screens on the app that a driver moved through during the sign-up process—entering their phone number creating a password, uploading their driver’s license, etc. Each of these steps could be optimized so that more users would pass through. Then, drivers would be presented with an explanation on how to refer their friends, and what type of bonus they’d get for doing so. This could be improved as well—should the message offer $100 to sign up, or $300? If you invite five people should you get a bonus? Should an invite mention the name of the inviter, or just focus on Uber, as an app? On the sign-up page, should you ask for a driver’s email or their phone number, or both? A product team can brainstorm hundreds of these ideas and systematically try them, measuring for conversion rates and the number of invites sent. Optimizing each of these steps with A/B tests might only boost each step’s conversion by 5 percent here or 10 percent there, but it’s a compounding effect. Hundreds of A/B tests later, the millions of dollars you might be spending on acquiring customers is made substantially more efficient.

This is the Rocketship Growth Rate—the precise pace at which a startup must grow to break out. How do you calculate this rate of growth? First, by setting a goal of exceeding a billion dollars of valuation—thus being in a position to achieve an IPO—and working backward. Hitting a $1 billion valuation generally requires at least $100 million in top-line recurring revenue annually, based on the rough market multiple of 10x revenue. You’d want to hit that in 7–10 years, to sustain the engagement of the key employees and also reward investors who often work in decade-long time cycles. These two goals—revenue and time—work together to create an overall constraint. Neeraj Agarwal, a venture capitalist and investor in B2B companies, first calculated this growth rate by arguing that SaaS companies in particular need to follow a precise path to reach these numbers:64 Establish great product-market fit Get to $2 million in ARR (annual recurring revenue) Triple to $6 million in ARR Triple to $18 million Double to $36 million Double to $72 million Double to $144 million SaaS companies like Marketo, Netsuite, Workday, Salesforce, Zendesk, and others have all roughly followed this curve. And the rough timing makes sense. The first phase, in which the team initially gets to product/market fit, takes 1–3 years. Add on the time to reach the rest of the growth milestones, and the entire process might take 6–9 years. Of course, after year 10, the company might still be growing quickly, though it’s more common for it to be growing 50 percent annualized rather than doubling. The argument is that products with network effects both can see higher growth rates as they tap into the various network forces I’ve discussed, and can compound these growth rates for a longer period of time—and looking at the data, I think that’s generally true.

4. What does your group think about similar products on the market? If you have a group of products you’re thinking about focusing on, you can start to identify “holes” in the marketplace by listening to what people are already saying. Read customer reviews and look at internet forums. You can also start vetting your idea by posting about it online. My buddy Moiz tried using Tom’s natural deodorant, and he hated it for a simple reason: It didn’t work. He thought, I wonder if I could do this better. So he started asking questions on online forums, getting feedback from other natural yuppies like him. From the response, he knew there was interest. He did a $500 round of prototypes and sold out immediately. That was the beginning of Native Deodorant, which was later acquired by Procter & Gamble for $100 million. It took Moiz only eighteen months to go from a $500 prototype to a million-dollar brand (and it sold for nine figures!). 5. Where does your person hang out with others? With an idea of what we might sell, we can start to think about where our first customers might come from. It’s much easier to make sales when you can drop your product in front of a group of your ideal people. Does your target customer listen to specific podcasts? Do they follow certain influencers? Do they belong to specific groups? Do they read certain blogs? Brainstorm where your ideal customer focuses his or her attention, and you will quickly know where to put your product in front of them. In the next chapters, you will also learn how to develop a micro-audience that is ready to buy your product from you. I also like to write down the names of ten friends who will get excited about a product because your ideal customers know other people just like them.

Dollar of Disparity (The Sonnet) Millions of people go without food, For some privileged nimrods to afford their luxuries. Millions of people have no access to essentials, So that celebrities can buy their lamborghinis. The difference between phony activists and a reformer, Is not in what they say but in their lifestyle and action. In a world that still suffers from the lack of essentials, Indulgence in luxury is human rights violation. What people do with their money is not a private affair, Each penny above necessity belongs to social welfare. One who talks of equality while riding in a Rolls Royce, Is the last person to be concerned of people's despair. None has a right to luxury till all can access necessities. Every dollar spent on luxury is a dollar of disparity.

The thing about Bell Labs, Frenkiel remarks, was that it could spend millions of dollars—or even $100 million, which was what AT&T would spend on cellular before it went to market7—on a technology that offered little guarantee it would succeed technologically or economically.

Several years ago, the House Oversight Committee chairman wrote, referring to the cash sent to Iraq after the invasion: “The numbers are so large that it doesn’t seem possible that they are true. Who in their right mind would send 363 tons of cash into a war zone?” Who indeed… In the first year after the fall of Saddam Hussein, the special Inspector General for Iraq Reconstruction determined that $8.8 billion in $100 bills was disbursed as cash to Iraqi ministries, “without assurance the monies were probably used are accounted for.” Worse still, he later decided that that lack of accountability “extended to the entire $20 billion expended” by the Coalition Provisional Authority. Much of this money was stolen by Americans. Millions of dollars was billed by contractors for contracts that simply did not exist. Where the contracts were real, accounts were not kept. Sometimes, perhaps even often, this can be attributed to the chaos present during wartime. But you would have to be naïve to think that hundreds of millions of dollars – probably billions – was not stolen. Hangman was the result of me asking – who stole it?

Accelerating Technological Advancement Two “laws” help explain the extraordinary changes wrought by the global adoption of the internet. The first is Moore’s Law, named for Gordon Moore, an Intel cofounder. In the 1960s, he observed that the number of transistors that could be squeezed into a single chip was increasing at a predictable rate—doubling about every eighteen months. Thanks to billions of dollars in R&D and engineering investment, that rate of improvement has held ever since. The second law is named after Bob Metcalfe, the inventor of Ethernet, one of the protocols foundational to the internet. Metcalfe posited that the value of a network is equal to the number of connections between users, not just the number of users. Bigger is better, and better, and better. These laws help us quantify something we can see in our online experience: both the power of our devices and the value of the network they’re attached to are millions of times greater than they were at the dawn of the internet era. Plotting this growth reveals an interesting twist, however. For the past thirty years, the value of the internet as described by Metcalfe’s Law has increased more than processing power has improved. But as internet penetration slows, so does the rate of increase in the value of the internet. Meanwhile, Moore’s Law chugs along, suggesting that we may be approaching an inflection point, when changes to our online experience are driven more by technological advancement than by the ever-growing number of online connections.

Approximately three thousand people work for the Bureau of Engraving. It takes 490 notes to make a pound, and it would require 14.5 million notes to make a stack one mile high. Coin and paper account for only about 8 percent of all the dollars in the world. The rest are merely numbers in a ledger or tiny electronic blips on a computer chip. At the end of the process, the workers bundle the bills into packages of 100, which they then stack into bricks of 4,000. These bricks are loaded onto a pallet for transport to the basement from where they will be sent to the various Federal Reserve offices around the nation for distribution to banks and the public. Along the way, the curious visitors pepper the guides with questions: Q. Why are so many employees listening to music on headphones? A. To block the loud sound of the printing, cutting, and stacking machines. Q. Why are some of them eating? A. They are on break. Q. Why are all of the checkers so fat? A. Because they sit all day and watch money go by with little chance for exercise.

Around the same time, Congress passed the Economic Recovery Tax Act. Among other things, it extended the life of net operating loss carry-forwards (NOLs) from seven to fifteen years. NOLs allow companies to offset their current year’s taxable income with past losses, thereby reducing current tax liability. The goal of the act was to help struggling companies recover and to enable their shareholders to benefit from the prior losses. We took a look at all of the public companies with large NOLs and found something surprising. These companies had virtually no change in share price as a result of the new legislation. The market was overlooking the significant value added through the extended life of NOLs. That presented us with an enormous opportunity to gain control of those NOLs and create holding companies for businesses whose profits would be shielded. If a company was trading at $3 a share for a total enterprise value of $45 million and it had $350 million in NOLs, we knew we could create profits that were sheltered and convert those NOLs (which were valued at $0) to roughly $100 million of cash, or 25 cents on the dollar over time. And that’s just what we did.

Back in school, he set out to write another dissertation. He found another interesting question: How much is a human life worth? He also found a clever way to approach the problem. He compared the salaries for risky jobs—coal miner, logger, skyscraper window-washer—to the life expectancy of the people who did them. From the data, he backed out what Americans needed to be paid to accept an expected reduction in their life span. If you could calculate what people needed to be paid to accept a 1 percent chance of being killed on the job, you could, in theory, work out what you’d need to pay them to accept a 100 percent chance of being killed on the job. (The number he came up with was $1.4 million, in 2016 dollars.) Later he’d think of his methods as a little silly. (“Do we really think people make this decision rationally?”) But older, more successful economists were happy to assume that, say, America’s coal miners made some inner calculation of the value of their lives, and charged accordingly.

Years later, when the heir to the Guinness Brewery fortune purchased Elveden Hall for a summer home, he opened the basement and found seven million dollars’ worth of furniture and art, which he had not known would be included in the palace that he bought for two million.

she filled it with $100 bills. A million dollars’ worth.

Vaclav Smil estimates that worldwide, as much as 100 billion tons of poorly manufactured concrete—buildings, roads, bridges, dams, everything—may need to be replaced in the coming decades. That will take trillions of dollars, and billions of tons of new sand.30 “Almost all the concrete structures you see today are doomed to a limited life span,” writes Robert Courland. “Hardly any of the concrete structures that now exist are capable of enduring two centuries, and many will begin disintegrating after fifty years. In short, we have built a disposable world using a short-lived material, the manufacture of which generates millions of tons of greenhouse gases. Most of the concrete structures built at the beginning of the twentieth century have begun falling apart, and most will be, or already have been, demolished.”31 We have built our world out of sand in the form of concrete—and it is starting to crumble.

The valuable prediction test on how you will spend $100 million dollars if you happen to win a lottery is to look on how you spent your last month's salary! With 100% precision the two expenditures will have the same proportions.

When Harry Truman left office, in 1953, the only income he could rely on was a World War I veteran’s pension of about $110 a month. As president he had earned $75,000 a year during his first term and $100,000 during his second, which is more than $1 million in today’s dollars.

When it came rolling in, the money affected us all. Not much and not for long. Because none of us were driven by money. But that’s the nature of money. Whether you want it or not, whether you have it or not, whether you like it or not, it will try to define your days. Our task is to not let it. I wore sunglasses indoors, bought a Porsche, I tried buying the Clippers, I had to get it out of my system. Overcompensating the insecurity of her childhood, penny walked around with thousands of dollars in her purse. It wasn’t long before we returned back to normal. We give 100 million every year and when we’re gone, we’ll give away most of it.

Great Depression times 100” and hyperinflation on par with the Weimar Republic. Fox News was running stories suggesting that Obama had deployed the Secret Service to monitor the conservative network. And a bizarre conspiracy theory about the president’s birthplace was beginning to gain traction—boosted by an unlikely spokesman. Donald Trump had begun popping up on political talk shows to muse about whether Barack Obama might perhaps be a secret Muslim born in Kenya who’d defrauded American voters to get elected to the presidency. This theory had been kicking around the fringes of U.S. political discourse for years and had already been debunked, but suddenly it—and Trump—were everywhere. On The View: “I want him to show his birth certificate. There’s something on that birth certificate that he doesn’t like.” On Fox News: “He’s spent millions of dollars trying to get away from this issue.… A lot of facts are emerging and I’m starting to wonder myself whether or not he was born in this country.” On The Laura Ingraham Show: “He doesn’t have a birth certificate, or if he does, there’s something on that certificate that is very bad for him. Now, somebody told me—and I have no idea if this is bad for him or not, but perhaps it would be—that where it says ‘religion,’ it might have ‘Muslim.’ ” On the Today show: “If he wasn’t born in this country, which is a real possibility… then he has pulled one of the great cons in the history of politics.” Romney

We learned a lot from watching Lotus do it the right way. They spent about half a million dollars developing 1-2-3, which was approximately the same amount of money we spent in developing the DG and PC versions of WordPerfect. They spent about two million dollars on their 1-2-3 roll-out; their ads, brochures, packaging, distribution, and public relations were all very professionally done. We, however, spent only $100,000 on our roll-out and generally looked like amateurs at everything we did. 1-2-3 would become the most popular spreadsheet as soon as it was released. We would need five years to become the most popular word processor.

Leverage Integrations as a Service In a start-up, you always need to be on the lookout for shortcuts to save you time and money. Don’t corners that will have a negative effect—just look for ways to triple your productivity. No matter how fast I could build integrations, I could never build them all. But in 2012, a new company called Zapier was building a platform to integrate web services together. This was perfect for WebMerge, as I could essentially build an integration to every one of their connected apps, with one single integration. WebMerge was one of the first 100 apps on Zapier, and it instantly allowed WebMerge customers to integrate their documents with each of those 100 apps. Over the years, Zapier blew up and now has thousands of apps available. Zapier was by far our largest integration partner with over 50 percent of our revenue coming from customers using Zapier. Investing in this early platform was crucial and sped up our integration releases by many years. What’s your Zapier story? Is there a partner out there that can open your business to a whole new market—or just help you get your product in front of new customers years ahead of schedule?

On a trip to Korea, Thiel’s corporate credit card was declined as he tried to purchase a return ticket home. The investors he had met with were only too happy to furnish a first-class plane ticket—which they did on the spot. “They were excited beyond belief,” Thiel remembered. “The next day, they called up our law firm and asked, ‘What’s the bank account we need to send the money to?’ ” The crazed nature of it all confirmed Thiel’s suspicions about the market. “I remember thinking to myself that it felt like things couldn’t get much crazier, and that we really had to close the money quickly because the window might not last forever,” he said. The final $100 million figure actually disappointed some on the team. Confinity and X.com had secured verbal commitments for double that amount, and some on the team had wanted to hold out for the remaining funding or push for a billion-dollar valuation. Thiel disagreed, urging Selby and others on the financing team to turn handshakes into actual checks, to get term sheets signed, and have deposits confirmed. “Peter kicked everyone’s asses to get that funding round done,” David Sacks remembered. Many Confinity employees—who had seen Thiel at his toughest—rarely remember him this insistent. “If we don’t get this money raised,” Howery recalled Thiel saying, “the whole company could blow up.

To fill this gap in the capital market, Davis and Rock set themselves up as a limited partnership, the same legal structure that had been used by a short-lived rival called Draper, Gaither & Anderson.[18] Rather than identifying startups and then seeking out corporate investors, they began by raising a fund that would render corporate investors unnecessary. As the two active, or “general,” partners, Davis and Rock each seeded the fund with $100,000 of their own capital. Then, ignoring the easy loans to be had from the fashionable SBIC structure, they raised just under $3.2 million from some thirty “limited” partners—rich individuals who served as passive investors.[19] The beauty of this size and structure was that the Davis & Rock partnership now had a war chest seven and a half times larger than an SBIC, and with it the ammunition to supply companies with enough capital to grow aggressively. At the same time, by keeping the number of passive investors under the legal threshold of one hundred, the partnership flew under the regulatory radar, avoiding the restrictions that ensnared the SBICs and Doriot’s ARD.[20] Sidestepping yet another weakness to be found in their competitors, Davis and Rock promised at the outset to liquidate their fund after seven years. The general partners had their own money in the fund, and thus a healthy incentive to invest with caution. At the same time, they could deploy the outside partners’ capital for a limited time only. Their caution would be balanced with deliberate aggression. Indeed, everything about the fund’s design was calculated to support an intelligent but forceful growth mentality. Unlike the SBICs, Davis & Rock raised money purely in the form of equity, not debt. The equity providers—that is, the outside limited partners—knew not to expect dividends, so Davis and Rock were free to invest in ambitious startups that used every dollar of capital to expand their business.[21] As general partners, Davis and Rock were personally incentivized to prioritize expansion: they took their compensation in the form of a 20 percent share of the fund’s capital appreciation. Meanwhile, Rock was at pains to extend this equity mentality to the employees of his portfolio companies. Having witnessed the effect of employee share ownership on the early culture of Fairchild, he believed in awarding managers, scientists, and salesmen with stock and stock options. In sum, everybody in the Davis & Rock orbit—the limited partners, the general partners, the entrepreneurs, their key employees—was compensated in the form of equity.

While the discussions focus on how blockchain technology and cryptocurrencies can transform many industries. The cryptocurrency community is witnessing several hackers steal millions from blockchains, exchanges, and bridges. From the 2014 MT GOX hack to the recent Nomad Bridge attack, hackers are advancing along with the growth of blockchain technology and the cryptocurrency industry. Several million-dollar attacks have occurred, and hackers are becoming more ambitious and dangerous. In the past few days, Attacks have escalated, as well as the amount of funds stolen has increased too. Many individuals are in a panic as they have lost their savings, The attacks on the Solana wallets, Nomad bridge, and ZB exchange brought another riskier prospect of cryptocurrencies. There are many doubts surrounding the security of cryptocurrencies: how can these bridges be easy targets for hackers? how hackers can easily access other crypto wallets? Let's get into the detail of these three different types of attacks and how hackers make millions through them. Bridge attacks Blockchain bridges are applications that allow people to transfer digital assets between blockchains. Since cryptocurrencies are often isolated and unable to communicate with one another (for example, you cannot make a transaction on the Bitcoin blockchain using Dogecoins), "bridges" have emerged as an essential mechanism, if not a vital missing link, in the cryptocurrency economy. The bridge "locks" your cash on one side and dispenses the equal amount in so-called "wrapped" tokens on the other. To change one form of cryptocurrency into another, bridge services "wrap" the money. As a result, if you visit a bridge to use a different currency, such as Bitcoin (BTC), the bridge will dispense wrapped bitcoins (WBTC). It represents stored value in a flexible alternate format, similar to a gift card or a cheque. Bridges require a reserve of cryptocurrency currencies to back all of those wrapped coins, and hackers frequently target this reserve. Additionally, if a bridge becomes popular over time, it can have a lot of money (imagine hundreds of millions of dollars) tied up in its smart contracts. If those smart contracts contain security flaws, some or all of that money can be stolen. As former Ethereum co-founder Vitalik Buterin has pointed out, another issue with crypto bridges is that they are by design vulnerable to attacks on two sides. Nomad attack On July 29, Nomad, a bridge protocol for moving cryptocurrencies across multiple blockchains, lost about $200 million due to a security flaw. In the case of Nomad, it appears that a fault in its smart contract allowed someone to set up a cryptocurrency transaction such that they sent a few amounts of crypto on one side, but received a larger amount on the other, as multiple experts stated on Twitter. For example, you could transfer 0.1 Crypto on one side and receive 100 Crypto on the other. Things start to become intriguing at this point. Usually, when a security flaw like this is discovered, a skilled hacker or a small group can quickly drain out all the money. However, in the case of Nomad, once someone successfully stole some cash from the Nomad bridge, other people joined in and also grabbed some money. This is not the only bridge that has been compromised this year. The Ronin Bridge, which was used by the developers of the play-to-earn game Axie Infinity, was hacked earlier this year for approximately $625 million. The Harmony Bridge was also hacked for $100 million. Wallet Hacks

Now that the sit-in organizers had "the ball rolling," they had another trick up their sleeves. "As you know, black people like to dress," Richard Hall said. "So at Easter everybody would go out and buy an outfit generally, if they could afford it." In fact, according to Dr. Hereford, the Easter clothing splurge was the largest purchase most black Huntsvillians made all year (the second largest being for Christmas toys). On a visit to Nashville in the middle of the Huntsville protests, Hereford learned about a protest called "Blue Jean Easter" where African Americans, "instead of buying $100 suits and $100 dresses, they decided to spend five dollars on a pair of blue jeans for Easter, and I brought the idea back to Huntsville...The economic toll downtown was enormous. "There were twenty thousand black people in Madison County," Hereford said, "and ten thousand in the city, and if there are even ten thousand black people failing to buy $90 or $100 Easter outfits, that's a lot of money and losses for the merchants downtown. It could cost them a million dollars or more." As an extra, aded dig at the storeowners, Hereford said, people did not even buy their blue jeans in Huntsville...

When it comes to financial incentives, size matters. There are things that people will do for a lot of money that they’d never do for just a few dollars. The most devoted carnivore in the world might well go vegan if the tofu lobby offered him a $10 million stipend. And then there’s the tale of an economist on holiday in Las Vegas. He found himself one night in a bar standing beside a gorgeous woman. “Would you be willing to sleep with me for $1 million?” he asked her. She looked him over. There wasn’t much to see—but still, $1 million! She agreed to go back to his room. “All right then, ” he said. “Would you be willing to sleep with me for $100?” “A hundred dollars!” she shot back. “What do you think I am, a prostitute?” “We’ve already established that. Now we’re just negotiating the price.

Talk about a group that is REALLY suffering, it's women in America. To be a woman in America is just to live under this sword of wage inequality. Ask her in 20 years from now, "Patricia Arquette, you had the chance to talk to millions of people in over 100 countries. What did you decide to talk about? With women being traded as sex slaves in the tens of thousands under Islamic rule, in Africa and the middle East, and WHAT did you decide to talk about?" Wage inequality in America. You're a moral fool. If in fact women really got 77 cents to the dollar, why would any employer hire men? If I can get the exact same work and save almost 25%, you would have to be an idiot to hire a man! It's all nonsense. It's all a lie.

Your true passion in life is what you’d be doing if somebody handed you 100 million dollars.

Thus, when the banker John Pierpont Morgan left a fortune of $68 million in 1914, the steel magnate Andrew Carnegie is supposed to have remarked pityingly that he had by no means been “a rich man.”203 Carnegie’s own fortune and those of industrialists like John D. Rockefeller, Henry Ford, and Andrew W. Mellon were over half a billion dollars. The rapidity of the concentration of wealth may be gauged from the fact that the largest American private fortunes grew from about $25 million in 1860 to $100 million twenty years later and $1 billion two decades after that. By 1900 the richest man in the United States had assets worth twelve times more than those of the richest European (who was a member of the English aristocracy); not even the Rothschilds (finance), the Krupps (steel, machinery, weapons), or the Beits (British/South African gold and diamond capital) were in the same league.

Because of this substrate independence, clever engineers have been able to repeatedly replace the memory devices inside our computers with dramatically better ones, based on new technologies, without requiring any changes whatsoever to our software. The result has been spectacular, as illustrated in figure 2.4: over the past six decades, computer memory has gotten half as expensive roughly every couple of years. Hard drives have gotten over 100 million times cheaper, and the faster memories useful for computation rather than mere storage have become a whopping 10 trillion times cheaper. If you could get such a “99.99999999999% off” discount on all your shopping, you could buy all real estate in New York City for about 10 cents and all the gold that’s ever been mined for around a dollar.

Fines, often in the thousands of dollars, are assessed against many prisoners when they are sentenced. There are twenty-two fines that can be imposed in New Jersey, including the Violent Crime Compensation Assessment (VCCA), the Law Enforcement Officers Training & Equipment Fund (LEOT), and Extradition Costs (EXTRA). The state takes a percentage each month out of a prisoner’s wages to pay for penalties. It can take decades to pay fines. Some 10 million Americans owe $50 billion in fees and fines because of their arrest or imprisonment, according to a 2015 report by the Brennan Center. If a prisoner who is fined $10,000 at sentencing relies solely on a prison salary, he or she will owe about $4,000 after making monthly payments for twenty-five years. Prisoners often leave prison in debt to the state. And if they cannot continue to make regular payments—difficult because of high unemployment among ex-felons—they are sent back to prison. High recidivism is part of the design. Most of the prison functions once handled by governments have become privatized. Corporations run prison commissaries and, since the prisoners have nowhere else to shop, often jack up prices by as much as 100 percent. Corporations have taken over the phone systems and grossly overcharge prisoners and their families. They demand exorbitant fees for money transfers from families to prisoners. And corporations, with workshops inside prisons, pay little more than a dollar a day to prison laborers. Food and merchandise vendors, construction companies, laundry services, uniform companies, prison equipment vendors, cafeteria services, manufacturers of pepper spray, body armor, and the array of medieval-looking instruments used for the physical control of prisoners, and a host of other contractors feed like jackals off prisons. Prisons, in America, are big business.

The 100 biggest known donors in 2014 spent nearly as much money on behalf of their candidates as the 4.75 million people who contributed $200 or less. On their own, the top 100 known donors gave $323 million. And this was only the disclosed money. Once the millions of dollars in unlimited, undisclosed dark money were included, there was little doubt that an extraordinarily small and rich conservative clique had financially dominated everyone else.

I think Fox was paying him about a million bucks a year, and he had created the Ice Age franchise for them, which was billions of dollars of value. I said, “Here’s how we’re going to negotiate with Fox. On a separate track, we’re going to create a company that you’re going to run. We’re going to get off-balance-sheet financing and we’re going to align you with another global distributor.” At the time we had at least three studios that would be great strategic fits. But he didn’t want to be an employee, he wanted real ownership. So we created parallel paths. On one track was the Fox negotiation, which I told him would take a year, and they would give him a 15 percent increase. They would grind it out and play hardball. I told him, “At the end of the day, they’re not going to pay you anywhere near what you’re worth. But on this other track, we’ll create this opportunity to change your life, for you to have something of your own.” I remember having a meeting with Mark Shmuger and David Linde, who were literally in the first day of their new jobs as co-chairmen of Universal Studios, and Bryan, Richard, Kevin, and I met with them in their first official meeting and I pitched them the idea of being in business with Chris, and they said, “Yes. We want you to do it.” It took probably well over a year, but ultimately we created Illumination. Universal came in and financed the company 100 percent. They wanted to clean up their balance sheet because they were about to sell to Comcast, so we got paid an investment banking fee for $ 4 or $ 5 million, and then on top of that we’ve commissioned every movie that Chris has done. Chris got a very, very, rich deal, probably the best producing deal there is. The truth is, on Minions he’ll probably make $ 80–$ 90 million. To date he’s probably made hundreds of millions. And he’s got Despicable Me 3, and The Grinch Who Stole Christmas.

A computer expert with the ability to create a one 100 million dollar empire in his mind could walk up to customs in New York with only the clothes on his back and say: nothing to declare. He could walk into this country or any country with 100 million dollars worth of value between his ears and in terms of capital or goods have nothing to declare

Mixed thoughts of business and pleasure, 100 million dollar meetings is a success of true measure. Privately bonded to the treasury of secrecy, it's secrets that give keys to open sesame, look to the Bible for it's a sweet recipe of Supremacy. Find the knowledge to it all and never sell it for loose lips sink ships.

The Velocity of Collateral is like the economics term the Velocity of Money.[33] In economics circles, the Velocity of Money is how much, on average, a single dollar is re-used over a period of time. It’s how fast a currency passes from one holder to another. Think of the same principle, except in the Repo market. The VofC is how much, on average, a security turns over before it gets from end-seller to end-buyer. The Repo market has a high velocity because there are many players making markets, speculating on interest rates, and borrowing and lending securities. In the diagram below, $100 million of securities is loaned from a leveraged portfolio to Bank A, then to Bank B, then to Bank C before it reaches its final destination, the cash provider. Every time the security is re-used (rehypothecated), assets and liabilities are created by the velocity of the collateral.

Instagram is now a breeding ground for scammers on the search for unsuspecting users whom they will sell their game and flaunt their huge profits from cryptocurrency. I thought I’d struck a gold mine. I ended up messaging this broker and she went on this long spiel about Bitcoin mining and how it’s profitable, I gave it a long thought plus the strategy they used produced eye-watering returns of 50 percent per month. I was initially skeptical so a few months later I decided to invest and sent them $150 as a test, a month later I was sent back $50 along with another $30 of my profit. Shocked in disbelief I sent hundreds of dollars, then thousands, it didn't take long until I started telling friends and family who even sent more money. One of my best mates sold his car for $11,000 and put all that money in, and it disappeared. All up, my friends and I lost over $100,000 to this scam, which caused me immense stress and embarrassment plus some of my friends decided not to talk to me anymore. It was like my integrity just vanished suddenly, because I’d convinced my friends, I’d shown them my profits and I was actively promoting it, almost like a salesman for her. I tried to go to the police, who said we’d only lost $100,000. They know people who have lost millions, and this shattered every hope I had of recovering my money or tracing these criminals. I found Hackathon Tech Solution with the help of our new intern who referred me to give hackers a try, I’m really glad I listened. With the support of Hackathon Tech Solutions and my Assets recovered I was able to return to investing but only in Stocks now, I stayed away from cryptocurrencies after the scam experience. We often can’t avoid the negative patterns financially but if it’s a wrong investment at the hands of scammers Hackathon Tech Solution has you covered. Don’t hesitate to reach out to info@ hackathon tech solution . com, if you fall victim to this online Bitcoin or cryptocurrency scam. WhatsApp is +31 6 47999256

Instagram is now a breeding ground for scammers on the search for unsuspecting users whom they will sell their game and flaunt their huge profits from cryptocurrency. I thought I’d struck a gold mine. I ended up messaging this broker and she went on this long spiel about Bitcoin mining and how it’s profitable, I gave it a long thought plus the strategy they used produced eye-watering returns of 50 percent per month. I was initially skeptical so a few months later I decided to invest and sent them $150 as a test, a month later I was sent back $50 along with another $30 of my profit. Shocked in disbelief I sent hundreds of dollars, then thousands, it didn't take long until I started telling friends and family who even sent more money. One of my best mates sold his car for $11,000 and put all that money in, and it disappeared. All up, my friends and I lost over $100,000 to this scam, which caused me immense stress and embarrassment plus some of my friends decided not to talk to me anymore. It was like my integrity just vanished suddenly, because I’d convinced my friends, I’d shown them my profits and I was actively promoting it, almost like a salesman for her. I tried to go to the police, who said we’d only lost $100,000. They know people who have lost millions, and this shattered every hope I had of recovering my money or tracing these criminals. I found Hackathon Tech Solution with the help of our new intern who referred me to give hackers a try, I’m really glad I listened. With the support of Hackathon Tech Solutions and my Assets recovered I was able to return to investing but only in Stocks now, I stayed away from cryptocurrencies after the scam experience. We often can’t avoid the negative patterns financially but if it’s a wrong investment at the hands of scammers Hackathon Tech Solution has you covered. Don’t hesitate to reach out to info@ hackathon tech solution . com, if you fall victim to this online Bitcoin or cryptocurrency scam. Their WhatsApp is +31 6 47999256

Instagram is now a breeding ground for scammers on the search for unsuspecting users whom they will sell their game and flaunt their huge profits from cryptocurrency. I thought I’d struck a gold mine. I ended up messaging this broker and she went on this long spiel about Bitcoin mining and how it’s profitable, I gave it a long thought plus the strategy they used produced eye-watering returns of 50 percent per month. I was initially skeptical so a few months later I decided to invest and sent them $150 as a test, a month later I was sent back $50 along with another $30 of my profit. Shocked in disbelief I sent hundreds of dollars, then thousands, it didn't take long until I started telling friends and family who even sent more money. One of my best mates sold his car for $11,000 and put all that money in, and it disappeared. All up, my friends and I lost over $100,000 to this scam, which caused me immense stress and embarrassment plus some of my friends decided not to talk to me anymore. It was like my integrity just vanished suddenly, because I’d convinced my friends, I’d shown them my profits and I was actively promoting it, almost like a salesman for her. I tried to go to the police, who said we’d only lost $100,000. They know people who have lost millions, and this shattered every hope I had of recovering my money or tracing these criminals. I found Hackathon Tech Solution with the help of our new intern who referred me to give hackers a try, I’m really glad I listened. With the support of Hackathon Tech Solutions and my Assets recovered I was able to return to investing but only in Stocks now, I stayed away from cryptocurrencies after the scam experience. We often can’t avoid the negative patterns financially but if it’s a wrong investment at the hands of scammers Hackathon Tech Solution has you covered. Don’t hesitate to reach out to info@ hackathon tech solution . com, if you fall victim to this online Bitcoin or cryptocurrency scam. Their WhatsApp is +31 6 47999256

Instagram is now a breeding ground for scammers on the search for unsuspecting users whom they will sell their game and flaunt their huge profits from cryptocurrency. I thought I’d struck a gold mine. I ended up messaging this broker and she went on this long spiel about Bitcoin mining and how it’s profitable, I gave it a long thought plus the strategy they used produced eye-watering returns of 50 percent per month. I was initially skeptical so a few months later I decided to invest and sent them $150 as a test, a month later I was sent back $50 along with another $30 of my profit. Shocked in disbelief I sent hundreds of dollars, then thousands, it didn't take long until I started telling friends and family who even sent more money. One of my best mates sold his car for $11,000 and put all that money in, and it disappeared. All up, my friends and I lost over $100,000 to this scam, which caused me immense stress and embarrassment plus some of my friends decided not to talk to me anymore. It was like my integrity just vanished suddenly, because I’d convinced my friends, I’d shown them my profits and I was actively promoting it, almost like a salesman for her. I tried to go to the police, who said we’d only lost $100,000. They know people who have lost millions, and this shattered every hope I had of recovering my money or tracing these criminals. I found Hackathon Tech Solution with the help of our new intern who referred me to give hackers a try, I’m really glad I listened. With the support of Hackathon Tech Solutions and my Assets recovered I was able to return to investing but only in Stocks now, I stayed away from cryptocurrencies after the scam experience. We often can’t avoid the negative patterns financially but if it’s a wrong investment at the hands of scammers Hackathon Tech Solution has you covered. Don’t hesitate to reach out to info@ hackathon tech solution . com, if you fall victim to this online Bitcoin or cryptocurrency scam. Their website is https:// h a c k a t h o n t e c h s o l u t i o n s.com & WhatsApp is +31 6 47999256