Cash Build Quotes

You build on failure. You use it as a stepping stone. Close the door on the past. You don't try to forget the mistakes, but you don't dwell on it. You don't let it have any of your energy, or any of your time, or any of your space.

You build on failure. You use it as a stepping sone. Close the door on the past. You don't try to forget the mistakes, but you don't dwell on it. You don't let it have any of your energy, or any of your time, or any of your space.

Even if your ambitions are huge, start slow, start small, build gradually, build smart.

If your goal is to love what you do, you must first build up “career capital” by mastering rare and valuable skills, and then cash in this capital for the traits that define great work.

I have tried drugs and a little of everything else, and there iss nothing in the world more soul-satisfying than having the kingdom of God building inside you and growing.

To build wealth, minimize your realized (taxable) income and maximize your unrealized income (wealth/capital appreciation without a cash flow).

I wish that in order to secure his party’s nomination, a presidential candidate would be required to point at the sky and name all the stars; have the periodic table of the elements memorized; rattle off the kings and queens of Spain; define the significance of the Gatling gun; joke around in Latin; interpret the symbolism in seventeenth-century Dutch painting; explain photosynthesis to a six-year-old; recite Emily Dickenson; bake a perfect popover; build a shortwave radio out of a coconut; and know all the words to Hoagy Carmichael’s “Two Sleepy People”, Johnny Cash’s “Five Feet High and Rising”, and “You Got the Silver” by the Rolling Stones...What we need is a president who is at least twelve kinds of nerd, a nerd messiah to come along every four years, acquire the Secret Service code name Poindexter, install a Revenge of the Nerds screen saver on the Oval Office computer, and one by one decrypt our woes.

Building and sustaining community is a never-ending part of doing business.

The principles underlying propaganda are extremely simple. Find some common desire, some widespread unconscious fear or anxiety; think out some way to relate this wish or fear to the product you have to sell; then build a bridge of verbal or pictorial symbols over which your customer can pass from fact to compensatory dream, and from the dream to the illusion that your product, when purchased, will make the dream come true. They are selling hope. We no longer buy oranges, we buy vitality. We do not just buy an auto, we buy prestige. And so with all the rest. In toothpaste, for example, we buy not a mere cleanser and antiseptic, but release from the fear of being sexually repulsive. In vodka and whisky we are not buying a protoplasmic poison which in small doses, may depress the nervous system in a psychologically valuable way; we are buying friendliness and good fellowship, the warmth of Dingley Dell and the brilliance of the Mermaid Tavern. With our laxatives we buy the health of a Greek god. With the monthly best seller we acquire culture, the envy of our less literate neighbors and the respect of the sophisticated. In every case the motivation analyst has found some deep-seated wish or fear, whose energy can be used to move the customer to part with cash and so, indirectly, to turn the wheels of industry.

I don't have Paul's calling - I'm not out there being all things to all men to win them for Christ - but sometimes I can be a signpost. Sometimes I can sow a seed. And post-hole diggers and seed sowers are mighty important in the building of the Kingdom.

Real estate investing, even on a very small scale, remains a tried and true means of building an individual's cash flow and wealth.

it's better to build a tight chicken coop than a shoddy courthouse.

a great business is defined by its ability to generate cash flows in the future.

You build on failure. You use it as a stepping stone.

Small, repetitive, continuous actions, chained together, build momentous momentum

Foreign Cash is not the answers to our problems, my friend. Africa needs the hearts and minds of its sons and daughters to nurture it. You were our pride, Mukoma Bryon. When you did not return, a whole village lost its investment. Africa is all that we have. If we do not build it, no one else will.

I wish it were different. I wish that we privileged knowledge in politicians, that the ones who know things didn't have to hide it behind brown pants, and that the know-not-enoughs were laughed all the way to the Maine border on their first New Hampshire meet and greet. I wish that in order to secure his party's nomination, a presidential candidate would be required to point at the sky and name all the stars; have the periodic table of the elements memorized; rattle off the kings and queens of Spain; define the significance of the Gatling gun; joke around in Latin; interpret the symbolism in seventeenth-century Dutch painting; explain photosynthesis to a six-year-old; recite Emily Dickinson; bake a perfect popover; build a shortwave radio out of a coconut; and know all the words to Hoagy Carmichael's "Two Sleepy People," Johnny Cash's "Five Feet High and Rising," and "You Got the Silver" by the Rolling Stones. After all, the United States is the greatest country on earth dealing with the most complicated problems in the history of the world--poverty, pollution, justice, Jerusalem. What we need is a president who is at least twelve kinds of nerd, a nerd messiah to come along every four years, acquire the Secret Service code name Poindexter, install a Revenge of the Nerds screen saver on the Oval Office computer, and one by one decrypt our woes.

If the world was perfect and smooth we would want to pay everything for cash and never need to get loans. But having any other loans apart from school loan and a mortgage is a huge mistake, these are the only loans which can give you tax breaks and an opportunity to use your monthly cash flow to invest or build savings

Working on your business is about building systems. Period. An entrepreneur is someone who finds the solutions to opportunities and problems and then builds systems to consistently deliver those solutions through other people or things. However,

Lexington wasn't a great city, like Philadelphia or New York, but around the Courthouse square, and along Main Street and Broadway, brick buildings reared two and three stories tall, and it was possible to buy almost anything: breeze-soft silks from France that came upriver from New Orleans, fine wines and cigars, pearl necklaces, and canes with ivory handles shaped like parrots or dogs'-heads or (in the case of Mary's older friend Cash Clay) scantily dressed ladies (but Cash was careful not to carry that one in company).

U.S. companies are letting cash pile up on their balance sheets without investing in new projects because they don’t have any concrete plans for the future.

debt is dumb, cash is king, and the paid-off home mortgage has taken the place of the BMW as the status symbol of choice.

The more cash that builds up in the treasury, the greater the pressure to piss it away.

The Lawyers Know Too Much THE LAWYERS, Bob, know too much. They are chums of the books of old John Marshall. They know it all, what a dead hand wrote, A stiff dead hand and its knuckles crumbling, The bones of the fingers a thin white ash. The lawyers know a dead man’s thoughts too well. In the heels of the higgling lawyers, Bob, Too many slippery ifs and buts and howevers, Too much hereinbefore provided whereas, Too many doors to go in and out of. When the lawyers are through What is there left, Bob? Can a mouse nibble at it And find enough to fasten a tooth in? Why is there always a secret singing When a lawyer cashes in? Why does a hearse horse snicker Hauling a lawyer away? The work of a bricklayer goes to the blue. The knack of a mason outlasts a moon. The hands of a plasterer hold a room together. The land of a farmer wishes him back again. Singers of songs and dreamers of plays Build a house no wind blows over. The lawyers—tell me why a hearse horse snickers hauling a lawyer’s bones.

The killer simply picked any one of the men in gray suits and followed them from office building to cash machine, from lunchtime restaurant back to office building. Those gray suits were not happy, yet showed their unhappiness only during moments of weakness. Punching the buttons of a cash machine that refused to work. Yelling at a taxi that had come too close. Insulting the homeless people who begged for spare change. But the killer also saw the more subtle signs of unhappiness. A slight limp in uncomfortable shoes. Eyes closed, head thrown back while waiting for the traffic signal. The slight hesitation before opening a door. The men in gray suits wanted to escape, but their hatred and anger trapped them.

Every patient who was prescribed the drug stood a chance of soon needing it every day. These people were willing to pay cash. They never missed an appointment. If diagnosis wasn’t your concern, a clinic was a low-overhead operation: a rented building, a few waiting rooms, some office staff. And bouncers. These clinics did require bouncers.

So many guys try to show off to a girl by boasting of their financial assets and flashing their cash around etc, but a girl who makes her own money and is building her own empire is not impressed by such things. -Show me the integrity not the money.

This is not checkers; this is motherfuckin’ chess. Technology businesses tend to be extremely complex. The underlying technology moves, the competition moves, the market moves, the people move. As a result, like playing three-dimensional chess on Star Trek, there is always a move. You think you have no moves? How about taking your company public with $2 million in trailing revenue and 340 employees, with a plan to do $75 million in revenue the next year? I made that move. I made it in 2001, widely regarded as the worst time ever for a technology company to go public. I made it with six weeks of cash left. There is always a move.

Goldman Sachs preaching about diversity so it can be at the front of the line for the next government bailout. It’s AstraZeneca waxing eloquent about climate change so it can secure multibillion-dollar government contracts for vaccine production. It’s State Street building feminist statues to detract attention from wage discrimination lawsuits from female employees, all the while marketing its exchange-traded fund with the ticker “SHE.” It’s Chamath Palihapitiya founding a social impact investment fund and criticizing Silicon Valley, even though he and his wealth are products of Silicon Valley, all to cover up for his prior tenure as an executive at Facebook who dreamed out loud about a private corporate military. Those companies and people use their market power to prop up woke causes as a way to accumulate greater political capital—only to later come back and cash in that political capital for more dollars.

… poverty is not a lack of character. It's a lack of cash.

Time is money. If we could take one day of transit time out of the supply chain, we could free up $1 billion in cash. Unfortunately, we cannot.

In 1925, black parents contributed $800 in cash and labor to build a four-room Rosenwald school for Yanceyville’s elementary school children. (Photo courtesy of Nancy Lea)

I have a fatal flaw. I like to think we all do. Or at least that makes it easier for me when I’m writing—building my heroines and heroes up around this one self-sabotaging trait, hinging everything that happens to them on a specific characteristic: the thing they learned to do to protect themselves and can’t let go of, even when it stops serving them. Maybe, for example, you didn’t have much control over your life as a kid. So, to avoid disappointment, you learned never to ask yourself what you truly wanted. And it worked for a long time. Only now, upon realizing you didn’t get what you didn’t know you wanted, you’re barreling down the highway in a midlife-crisis-mobile with a suitcase full of cash and a man named Stan in your trunk.

You’ve probably heard about “first mover advantage”: if you’re the first entrant into a market, you can capture significant market share while competitors scramble to get started. But moving first is a tactic, not a goal. What really matters is generating cash flows in the future, so being the first mover doesn’t do you any good if someone else comes along and unseats you. It’s much better to be the last mover—that is, to make the last great development in a specific market and enjoy years or even decades of monopoly profits. The way to do that is to dominate a small niche and scale up from there, toward your ambitious long-term vision. In this one particular at least, business is like chess. Grandmaster José Raúl Capablanca put it well: to succeed, “you must study the endgame before everything else.

Entrepreneurial management in the new venture has four requirements: It requires, first, a focus on the market. It requires, second, financial foresight, and especially planning for cash flow and capital needs ahead. It requires, third, building a top management team long before the new venture actually needs one and long before it can actually afford one. And finally, it requires of the founding entrepreneur a decision in respect to his or her own role, area of work, and relationships.

Alcoa, the biggest aluminum company in the country, encountered two problems peculiar to Iceland when, in 2004, it set about erecting its giant smelting plant. The first was the so-called hidden people—or, to put it more plainly, elves—in whom some large number of Icelanders, steeped long and thoroughly in their rich folkloric culture, sincerely believe. Before Alcoa could build its smelter it had to defer to a government expert to scour the enclosed plant site and certify that no elves were on or under it. It was a delicate corporate situation, an Alcoa spokesman told me, because they had to pay hard cash to declare the site elf-free, but, as he put it, “we couldn’t as a company be in a position of acknowledging the existence of hidden people.

The job of tests, and the people that develop and runs tests, is to prevent defects, not to find them. A quality assurance organization should champion processes that build quality into the code from the start rather than test quality in later. This is not to say that verification is unnecessary. Final verification is a good idea. It’s just that finding defects should be the exception, not the rule, during verification. If verification routinely triggers test-and-fix cycles, then the development process is defective.

I woke a few moments ago from a fever and a host of interlocking fever dreams, one after the next. There was one where I was in London, walking through old abandoned formerly beautiful buildings, all of them about to be demolished. Sometimes I'd find myself walking past the enormous line of people waiting to attend the television memorial for a dead author friend of mine, but his memorial was a television spectacular with comedians and big band music. There was the one where I had accidentally connected my bank card to a portable printer and the little printer kept printing cash but on the wrong paper and at the wrong size, so my money had huge, incredibly detailed faces on it, works of art that could not be spent. Then I woke from one dream into another: I was asleep in the passenger seat of the car, and saw that we were driving through a densely populated town, and that the driver was also asleep. I tried hard to wake her up and failed, and knew that no one was in control, no one was at the wheel, and soon someone was going to be killed, and I was shouting and calling without effect; but I whimpered and snuffled enough in the real world that my wife stroked my face and said, "Honey? You're having a nightmare," and, finally, I woke for real. But I woke into a world in which, somewhere, I am still being driven through my life by a sleeping driver, in which money is only good as art, in which we can write the finest books but at the end the crowds will come out and say good-bye for the entertainment, in which the buildings and cities we inhabit will relentlessly be destroyed by progress and time: a world colored by dreams and illuminated by them, too.

A combination of more convenience, better service, aggressive pricing, and better results will make you irresistible to some people. It wonʼt work for everyone. Some folks may never switch. But thatʼs okay. You donʼt need everyone. Just enough to keep you busy and the cash flowing!

The key to true wealth is putting your money to work for you. Practically speaking, that means spending money on income-producing assets that will supply cash and continue to grow in value over time. The most common assets used to build wealth include: • Stocks • Bonds • Real estate

But once a church reaches a certain size, it stabilizes. The building gets finished, cash flow firms up, and a core membership is in place. So the congregation makes a subtle shift from offense to defense. The focus changes from fishing for men to creating a comfortable aquarium for the saints.

Anyone who prefers owning a part of your company to being paid in cash reveals a preference for the long term and a commitment to increasing your company’s value in the future. Equity can’t create perfect incentives, but it’s the best way for a founder to keep everyone in the company broadly aligned.

Humboldt was the first to relate colonialism to the devastation of the environment. Again and again, his thoughts returned to nature as a complex web of life but also to man’s place within it. At the Rio Apure, he had seen the devastation caused by the Spanish who had tried to control the annual flooding by building a dam. To make matters worse, they had also felled the trees that had held the riverbanks together like ‘a very tight wall’ with the result that the raging river carried more land away each year. On the high plateau of Mexico City, Humboldt had observed how a lake that fed the local irrigation system had shrunk into a shallow puddle, leaving the valleys beneath barren. Everywhere in the world, Humboldt said, water engineers were guilty of such short-sighted follies. He debated nature, ecological issues, imperial power and politics in relation to each other. He criticized unjust land distribution, monocultures, violence against tribal groups and indigenous work conditions – all powerfully relevant issues today. As a former mining inspector, Humboldt had a unique insight into the environmental and economic consequences of the exploitation of nature’s riches. He questioned Mexico’s dependence on cash crops and mining, for example, because it bound the country to fluctuating international market prices. ‘The only capital,’ he said, that ‘increases with time, consists in the produce of agriculture’. All problems in the colonies, he was certain, were the result of the ‘imprudent activities of the Europeans’.

The fact that Trump paid no tax came to light when casino regulators issued a public report on his fitness to own a casino. Trump’s tax returns showed negative income. That’s because Congress lets big real estate investors offset their income from salaries, stock market gains, consulting fees, and other income with losses from depreciation in the value of their buildings. If these paper losses for the declining value of their buildings are greater than their cash income from other sources, real estate investors can legally tell the IRS that their income is less than zero and no federal income tax is due. Trump

I hate it when people call themselves “entrepreneurs” when what they’re really trying to do is launch a startup and then sell or go public, so they can cash in and move on. They’re unwilling to do the work it takes to build a real company, which is the hardest work in business. That’s how you really make a contribution and add to the legacy of those who went before. You build a company that will still stand for something a generation or two from now. That’s what Walt Disney did, and Hewlett and Packard, and the people who built Intel. They created a company to last, not just to make money. That’s what I want Apple to be.

I know this is your religion, but for me it’s just a job.” “That’s your problem,” Basil said. “For you it’s ‘just’ a job.” “What’s it supposed to be?” “Work.” “Same thing,” Amy said. “No,” Basil said. “A job is what a guy in a gas station has. People at Orsk have work. It’s a calling. A responsibility to something bigger than yourself. Work gives you a goal. It lets you build something that lives on after you’re gone. Work has a purpose beyond making money.” “I am begging you to stop,” Amy said. “There’s nothing wrong with being serious,” Ruth Anne said. “She can’t take anything seriously,” Basil said. “That’s her problem.” “I do my job,” Amy said. “I punch the clock, I work my shop, I sell people their desks, I cash my check. That’s what Orsk pays me to do: my job. I’m not planning on being in retail for the rest of my life.” “Really? What are you going to do?” “I’m …” Amy suddenly realized that in fact she didn’t have any plans. “I’ve got plans. They’re none of your business.

Wayne liked how banks worked. They had style. Many people, they’d keep their money out of sight, hidden under beds and some such. What was the fun of that? But a bank … a bank was a target. Building a place like this, then stuffing it full of cash, was like climbing atop a hill and daring anyone who approached to try to knock you off.

List building is a completely different investment model. I might have to pay anywhere from $1 to $5 per lead in Facebook. For this example, let’s use the top number. If I paid $5 per lead and only spent $5,000, I would generate 1,000 leads. If I averaged $1 per month per name, after five months I would break even, and after that I would have a positive cash flow of $1,000 per month.

To track your money, write down or digitally capture every dollar you spend for one month. Include everything, from your $1,800 mortgage payment to the $4 coffee you grabbed on your way into work. Here, savings counts as an expense, so remember to include any money you put into a savings or retirement account (unless it was taken out of your paycheck—don’t include that). Record each expense regardless of whether you pay by cash, check, debit or credit card, automatic payment, or online transfer.

Sonnet of Education Competition is for horses, Education is for the human. Either education or competition, You can have only one. Education ought to build character, Not to raise snobs hooked on cash. Love is needed, kindness is needed, It won't come by raising tribal trash. Cash-building education is uneducation, For it only sustains self-absorption. Character-building education is ascension, For it paves the way for true civilization. One can be educated yet a filthy savage. True sign of education lies in selflessness.

Some Southerners effectively applied slave labor to the cultivation of corn, grain, and hemp (for making rope and twine), to mining and lumbering, to building canals and railroads, and even to the manufacture of textiles, iron, and other industrial products. Nevertheless, no other American region contained so many white farmers who merely subsisted on their own produce. The “typical” white Southerner was not a slaveholding planter but a small farmer who tried, often without success, to achieve both relative self-sufficiency and a steady income from marketable cash crops.

mesmerizing -- gold, red, orange, black -- the colors of the dragons that had promised so much: prosperity, love, good health, a second chance, a new start. The fire began to pop, the small sounds lost in the constant boom of firecrackers going off in the streets of San Francisco in celebration of the Chinese New Year. No one would notice another noise, another spark of light, until it was too late. In the confusion of the smoke and the crowds, the dragons and the box they guarded would disappear. No one would ever know what had really happened. The flame reached the end of the gasoline-soaked rope and suddenly burst forth in a flash of intense, deadly heat. More explosions followed as the fire caught the cardboard boxes holding precious inventory and jumped toward the basement ceiling. A questioning cry came from somewhere, followed by the sound of footsteps running down the halls of the building that had once been their sanctuary, their dream for the future, where the treasures of the past were turned into cold, hard cash. The cost of betrayal would be high. They would be brothers no more. But then, their ties had never been of blood, only of friendship --

The cash arrived without warning. None of the officials at the bank branch in Erbil knew the money was coming, and they had no idea at first what to do with it. The Americans unloaded it into piles, after which it was stored in the bank building until bank officials could figure out what to do next. Later, after senior American officials realized that the cash had been left with bank officials who were entirely unprepared to receive it, they called back to the bank branch in Erbil to check on it. The American officials were told that the cash had been taken care of and that everything was fine, according to staffers with Bowen’s IG office. The CPA never saw the money again, never knew where it went or how it was spent.

So Germany can’t pay France and Britain and France and Britain can’t pay America because the Gold Standard says money = gold and America already has all the gold. But America won’t forgive the loans so Germany starts printing dumpsters full of money just to keep up appearances until one U.S. dollar is worth six hundred and thirty BILLION marks. There’s so much cash, kids are building money forts it is tragic/pimp as hell. Britain does convince America to go easy and lower the interest rates on the loans but in order to do that America has to lower ALL THE INTEREST RATES so everybody back in the U.S. is like “SWEET FREE MONEY BETTER USE IT TO BUY STOCKS” and they just go nuts the whole stock market goes completely bonkers shoe-shine boys are giving out hot tips hobos have stock portfolios and the dudes in charge are TERRIFIED because they know that at this point the market is just running on bullshit and dreams and real soon it’s gonna get to that part in the dream where you’re naked at your tuba recital and you never learned to play the tuba. There are other people who are like “NAW THE MARKET WILL BE GREAT FOREVER PUT ALL YOUR MONEY IN IT” but you know what those people are? WRONG. WRONG LIKE A DOG EATING MAYONNAISE. The market goes down like a clown and a bunch of people lose a bunch of money. It happens on a Tuesday and everybody calls it Black Tuesday and then it happens again on Black Thursday also Black Monday. Everyone is so poor they have even pawned their creativity.

Summary of Rule #4 The core idea of this book is simple: To construct work you love, you must first build career capital by mastering rare and valuable skills, and then cash in this capital for the type of traits that define compelling careers. Mission is one of those traits. In the first chapter of this rule, I reinforced the idea that this trait, like all desirable career traits, really does require career capital—you can’t skip straight into a great mission without first building mastery in your field. Drawing from the terminology of Steven Johnson, I argued that the best ideas for missions are found in the adjacent possible—the region just beyond the current cutting edge. To encounter these ideas, therefore, you must first get to that cutting edge, which in turn requires expertise. To try to devise a mission when you’re new to a field and lacking any career capital is a venture bound for failure. Once you identify a general mission, however, you’re still left with the task of launching specific projects that make it succeed. An effective strategy for accomplishing this task is to try small steps that generate concrete feedback—little bets—and then use this feedback, be it good or bad, to help figure out what to try next. This systematic exploration can help you uncover an exceptional way forward that you might have never otherwise noticed. The little-bets strategy, I discovered as my research into mission continued, is not the only way to make a mission a success. It also helps to adopt the mindset of a marketer. This led to the strategy that I dubbed the law of remarkability. This law says that for a project to transform a mission into a success, it should be remarkable in two ways. First, it must literally compel people to remark about it. Second, it must be launched in a venue conducive to such remarking. In sum, mission is one of the most important traits you can acquire with your career capital. But adding this trait to your working life is not simple. Once you have the capital to identify a good mission, you must still work to make it succeed. By using little bets and the law of remarkability, you greatly increase your chances of finding ways to transform your mission from a compelling idea into a compelling career.

You may be thinking, Why don’t you call a bank? Don’t they loan money to businesses all the time? Yes, they do. But not after they’ve heard a story like mine, in which a long-established but barely profitable company enters a downward spiral. Banks want one thing: their money back, with interest. They only want to do business with a company that has a good plan to pay them back, and plenty of collateral available if that plan doesn’t work out. They aren’t interested in propping up a company that’s in trouble. And clearly I’m in trouble. Everything is wrong here—the fact that I’ve survived for many years without building up a healthy cash reserve indicates bad management, and our disappearing sales indicate incompetent marketing. Showing up, hat in hand, at a bank, when I may be out of business in a few weeks, would show a serious lack of judgment on my part.

Money has always tried to break through these barriers, like water seeping through cracks in a dam. Parents have been reduced to selling some of their children into slavery in order to buy food for the others. Devout Christians have murdered, stolen and cheated – and later used their spoils to buy forgiveness from the church. Ambitious knights auctioned their allegiance to the highest bidder, while securing the loyalty of their own followers by cash payments. Tribal lands were sold to foreigners from the other side of the world in order to purchase an entry ticket into the global economy. Money has an even darker side. For although money builds universal trust between strangers, this trust is invested not in humans, communities or sacred values, but in money itself and in the impersonal systems that back it. We do not trust the stranger, or the next-door neighbour – we trust the coin they hold. If they run out of

Many potential readers will skip the shopping cart or cash-out clerk because they have seen so many disasters reported in the news that they’ve acquired a panic mentality when they think of them. “Disasters scare me to death!” they cry. “I don’t want to read about them!” But really, how can a picture hurt you? Better that each serve as a Hallmark card that greets your fitful fevers with reason and uncurtains your valor. Then, so gospeled, you may see that defeating a disaster is as innocently easy as deciding to go out to dinner. Remove the dread that bars your doors of perception, and you will enjoy a banquet of treats that will make the difference between suffering and safety. You will enter a brave new world that will erase your panic, and release you from the grip of terror, and relieve you of the deadening effects of indifference —and you will find that switch of initiative that will energize your intelligence, empower your imagination, and rouse your sense of vigilance in ways that will tilt the odds of danger from being forever against you to being always in your favor. Indeed, just thinking about a disaster is one of the best things you can do —because it allows you to imagine how you would respond in a way that is free of pain and destruction. Another reason why disasters seem so scary is that many victims tend to see them as a whole rather than divide them into much smaller and more manageable problems. A disaster can seem overwhelming when confronted with everything at once —but if you dice it into its tiny parts and knock them off one at a time, the whole thing can seem as easy as eating a lavish dinner one bite at a time. In a disaster you must also plan for disruption as well as destruction. Death and damage may make the news, but in almost every disaster far more lives are disrupted than destroyed. Wit­ness the tornado that struck Joplin, Missouri, in May 2011 and killed 158 people. The path of death and destruction was less than a mile wide and only 22 miles long —but within thirty miles 160,000 citizens whose property didn’t suffer a dime of damage were profoundly disrupted by the carnage, loss of power and water, suspension of civic services, and inability to buy food, gas, and other necessities. You may rightfully believe your chances of dying in a disaster in your lifetime may be nearly nil, but the chances of your life being disrupted by a disaster in the next decade is nearly a sure thing. Not only should you prepare for disasters, you should learn to premeditate them. Prepare concerns the body; premeditate concerns the mind. Everywhere you go, think what could happen and how you might/could/would/should respond. Use your imagination. Fill your brain with these visualizations —run mind-movies in your head —develop a repertoire —until when you walk into a building/room/situation you’ll automatically know what to do. If a disaster does ambush you —sure you’re apt to panic, but in seconds your memory will load the proper video into your mobile disk drive and you’ll feel like you’re watching a scary movie for the second time and you’ll know what to expect and how to react. That’s why this book is important: its manner of vivifying disasters kickstarts and streamlines your acquiring these premeditations, which lays the foundation for satisfying your needs when a disaster catches you by surprise.

The reason you might be having trouble with your practice in the long run—if you were capable of building a practice in the short run—is nearly always because you are afraid. The fear, the resistance, is very insidious. It doesn’t leave a lot of fingerprints, but the person who manages to make a movie short that blows everyone away but can’t raise enough cash to make a feature film, the person who gets a little freelance work here and there but can’t figure out how to turn it into a full-time gig—that person is practicing self-sabotage. These people sabotage themselves because the alternative is to put themselves into the world as someone who knows what they are doing. They are afraid that if they do that, they will be seen as a fraud. It’s incredibly difficult to stand up at a board meeting or a conference or just in front of your peers and say, “I know how to do this. Here is my work. It took me a year. It’s great.” This is hard to do for two reasons: (1) it opens you to criticism, and (2) it puts you into the world as someone who knows what you are doing, which means tomorrow you also have to know what you are doing, and you have just signed up for a lifetime of knowing what you are doing. It

Bitcoin was in theory and in practice inseparable from the process of computation run on cheap, powerful hardware: the system could not have existed without markets for digital moving images; especially video games, driving down the price of microchips that could handle the onerous business of guessing. It also had a voracious appetite for electricity, which had to come from somewhere - burning coal or natural gas, spinning turbines, decaying uranium - and which wasn't being used for something arguably more constructive than this discovery of meaningless hashes. The whole apparatus of the early twenty-first century's most complex and refined infrastructures and technologies was turned to the conquest of the useless. It resembled John Maynard Keynes's satirical response to criticisms of his capital injection proposal by proponents of the gold standard: just put banknotes in bottles, he suggested, and bury them in disused coal mines for people to dig up - a useless task to slow the dispersal of the new money and get people to work for it. 'It would, indeed, be more sensible to build houses and the like; but if there are political and practical difficulties in the way of this, the above would be better than nothing.

The Greed of Faith A Run- up to the Smack- down of Paul T HERE IS a New Testament story in Acts 5 that is especially devoid of moral substance and bereft of any redeeming value. The ugly protagonist of the story–the heavy–is Peter. Yes, that Peter, the Rock upon which Jesus would build his church. According to Catholic piety, Peter was the first pope. Pretty high on the holiness scale, but, as it turns out, pretty low on the scale of human decency. Acts 5 presents a time when the church was proudly communistic: All members pooled their goods and cash so that everyone would have enough to get by. One couple, Ananias and Sapphira, were okay with giving their fair share but balked at turning over everything to the church. Ananias sold a field, with his wife’s consent, but “kept back some of the proceeds.” It seems that Peter could read people pretty well, and he was ready with his own theological spin on their deception: “Ananias,” Peter asked, “Why has Satan filled your heart to lie to the Holy Spirit and to keep back part of the proceeds of the land? . . . How is it that you have contrived this deed in your heart? You did not lie to us but to God!” Now when Ananias heard these words, he fell down and died. And great fear seized all who heard of it. The young men came and wrapped up his body, then carried him out and buried him. (Acts 5:3- 6) Instant death, for lying!

But the 1880s are also embedded in our lives in many smaller ways. Over a decade ago, in Creating the Twentieth Century, I traced several daily American experiences through mundane artifacts and actions that stem from that miraculous decade. A woman wakes up today in an American city and makes a cup of Maxwell House coffee (launched in 1886). She considers eating her favorite Aunt Jemima pancakes (sold since 1889) but goes for packaged Quaker Oats (available since 1884). She touches up her blouse with an electric iron (patented in 1882), applies antiperspirant (available since 1888), but cannot pack her lunch because she has run out of brown paper bags (the process to make strong kraft paper was commercialized in the 1880s). She commutes on the light rail system (descended directly from the electric streetcars that began serving US cities in the 1880s), is nearly run over by a bicycle (the modern version of which—with equal-sized wheels and a chain drive—was another creation of the 1880s: see engines are older than bicycles!, this page), then goes through a revolving door (introduced in a Philadelphia building in 1888) into a multistory steel-skeleton skyscraper (the first one was finished in Chicago in 1885). She stops at a newsstand on the first floor, buys a copy of the Wall Street Journal (published since 1889) from a man who rings it up on his cash register (patented in 1883). Then she goes up to the 10th floor in an elevator

The reason you might be having trouble with your practice in the long run—if you were capable of building a practice in the short run—is nearly always because you are afraid. The fear, the resistance, is very insidious. It doesn’t leave a lot of fingerprints, but the person who manages to make a movie short that blows everyone away but can’t raise enough cash to make a feature film, the person who gets a little freelance work here and there but can’t figure out how to turn it into a full-time gig—that person is practicing self-sabotage. These people sabotage themselves because the alternative is to put themselves into the world as someone who knows what they are doing. They are afraid that if they do that, they will be seen as a fraud. It’s incredibly difficult to stand up at a board meeting or a conference or just in front of your peers and say, “I know how to do this. Here is my work. It took me a year. It’s great.” This is hard to do for two reasons: (1) it opens you to criticism, and (2) it puts you into the world as someone who knows what you are doing, which means tomorrow you also have to know what you are doing, and you have just signed up for a lifetime of knowing what you are doing. It’s much easier to whine and sabotage yourself and blame the client, the system, and the economy. This is what you hide from—the noise in your head that says you are not good enough, that says it is not perfect, that says it could have been better.

As a candidate, Trump’s praise of Putin had been a steady theme. In the White House, his fidelity to Russia’s president had continued, even as he lambasted other world leaders, turned on aides and allies, fired the head of the FBI, bawled out his attorney general, and defenestrated his chief ideologue, Steve Bannon. It was Steele’s dossier that offered a compelling explanation for Trump’s unusual constancy vis-à-vis Russia. First, there was Moscow’s kompromat operation against Trump going back three decades, to the Kryuchkov era. If Trump had indulged in compromising behavior, Putin knew of it. Second, there was the money: the cash from Russia that had gone into Trump’s real estate ventures. The prospect of a lucrative deal in Moscow to build a hotel and tower, a project that was still being negotiated as candidate Trump addressed adoring crowds. And then there were the loans. These had helped rescue Trump after 2008. They had come from a bank that was simultaneously laundering billions of dollars of Russian money. Finally, there was the possibility that the president had other financial connections to Moscow, as yet undisclosed, but perhaps hinted at by his missing tax returns. Together, these factors appeared to place Trump under some sort of obligation. One possible manifestation of this was the president’s courting of Putin in Hamburg. Another was the composition of his campaign team and government, especially in its first iteration. Wherever you looked there was a Russian trace.

How is money created? An example: You buy a house or take out a mortgage on the excess value of your property. You want 200,000 Dollars. The following happens. The bank’s computer adds these virtual numbers - because that is what they are - to your bank account, and then you have to bleed for the next 30 years, WITH INTEREST. The bank attached a fictional number to your name and for 30 years you need to work to pay the money back. The bank didn’t build your house, nor did it pay for the materials. That was done by people like you and me. They too have to pay, because they also have a mortgage. And when you die, your kids will have to pay taxes on your estate. Often, they have to take out a mortgage of their own to do so[74]. Another example of how banks create money out of nothing: You go to the bank to lend 1,000 Dollars. One year later, you have to pay 1,100 Dollars back, including interest. The additional 100 Dollars come from fellow citizens, for instance in the form of wages or profit sharing. In other words, the extra 100 Dollars come from society. This can only happen when the total amount of money in circulation increases. That increase – inflation – is created when the bank creates more money. In other words: “Interest payments are a direct way to create money.” All the money that exists comes from the bank. This remarkable phenomenon has been described as follows by Mr. Robert Hemphill, Credit Manager of the Federal Reserve Bank in Atlanta: “If all the bank loans were paid, there would not be a dollar in circulation. This is a staggering thought. We are completely dependent on the commercial banks. Someone has to borrow every dollar we have in circulation, cash, or credit. If the banks create ample synthetic money we are prosperous; if not, we starve. We are absolutely without a permanent money system. When one gets a complete grasp of the picture, the tragic absurdity of our hopeless situation is almost incredible - but there it is.”[75]

Smart Sexy Money is About Your Money As an accomplished entrepreneur with a history that spans more than fourteen years, Annette Wise is constantly looking for ways to give back to her community. Using enterprising efforts, she qualified for $125,000 in startup funding to develop a specialized residential facility that allows developmentally disabled adults to live in the community after almost a lifetime of living in a state institution. In doing so, she has provided steady employment in her community for the last thirteen years. After dedicating years to her residential facility, Annette began to see clearly the difficulty business owners face in planning for retirement successfully. Searching high and low to find answers, she took control of financial uncertainty and in less than 2 years, she became a Full Life Agent, licensed Registered Representative, Investment Advisor Representative and Limited Principal. Her focus is on building an extensive list of clients that depend on her for smart retirement guidance, thorough college planning, detailed business continuation, and business exit strategies. Clients have come to rely on Annette for insight on tax advantaged savings and retirement options. Annette’s primary goal is to help her clients understand more than just concepts, but to easily understand how money works, the consequences of their decisions and how they work in conjunction with their desires and goal. Ever the curious soul who is always up for a challenge, Annette is routinely resourceful at finding sensible means to a sometimes-challenging end. She believes in infinite possibilities as well as in sharing her knowledge with others. She is the go-to source for “Smart Wealth Solutions.” Among Annette’s proudest accomplishments are her two wonderful sons, Michael III and Matthew. As a single mom, they have been her inspiration and joy. She is forever grateful to the greatest brothers in the world- Andrew and Anthony Wise, for assistance in grooming them into amazing young men.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.

The goal of Customer Development is not to avoid spending money but to preserve cash while searching for the repeatable and scalable business model. Once found, then spend like there’s no tomorrow.

Did the two of you talk about it?” “There was nothing to talk about. Nothing happened.” “And ‘nothing’ makes you jump every time I get near you.” He tipped his bowl, mopping up with a biscuit. “You know he can’t find you here. I’ll keep you safe.” “It’s not a problem.” “Well then, what is? I’ve promised never to hurt you. I’ve promised not to go in debt. I’ll build you a decent house soon as I can pay cash. I’ll get a haircut the minute there’s a barber within a hundred miles.” His thumb slid under the cuff of her sleeve. “Say, you’re not pining away for some poor soldier who didn’t make it back from the War, are you? My older brother’s sweetheart moped around for two years. They weren’t even engaged. Or maybe there’s someone else you’d rather marry, maybe someone who didn’t ask in time.” “There’s no one.” “So what is the problem? Are you homesick? Miss your folks? Just tell me what’s got you so fidgety, and I’ll fix it.” “It’s nothing.

great business is defined by its ability to generate cash flows in the future.

a great business is defined by its ability to generate cash flows in the future. Investors expect Twitter will be able to capture monopoly profits over the next decade, while newspapers’ monopoly days are over.

(To properly value a business, you also have to discount those future cash flows to their present worth, since a given amount of money today is worth more than the same amount in the future.)

you can simply buy wonderful companies at reasonable prices, and let those companies compound cash over long periods of time. Surprisingly, there aren’t all that many money managers who follow this strategy, even though it’s the one used by some of the world’s most successful investors. (Warren Buffett is the best-known.)

And indeed today as it struggles with its financial crisis, the central issue in Greek politics remains resentment of the influence of Brussels, Germany, the International Monetary Fund, and other external actors, which are seen as pulling strings behind the back of a weak Greek government. Although there is considerable distrust of government in American political culture, by contrast, the basic legitimacy of democratic institutions runs very deep. Distrust of government is related to the Greek inability to collect taxes. Americans loudly proclaim their dislike of taxes, but when Congress mandates a tax, the government is energetic in enforcement. Moreover, international surveys suggest that levels of tax compliance are reasonably high in the United States; higher, certainly, than most European countries on the Mediterranean. Tax evasion in Greece is widespread, with restaurants requiring cash payments, doctors declaring poverty-line salaries, and unreported swimming pools owned by asset-hiding citizens dotting the Athenian landscape. By one account, Greece’s shadow economy—unreported income hidden from the tax authorities—constitutes 29.6 percent of total GDP.24 A second factor has to do with the late arrival of capitalism in Greece. The United States was an early industrializer; the private sector and entrepreneurship remained the main occupations of most Americans. Greece urbanized and took on other trappings of a modern society early on, but it failed to build a strong base of industrial employment. In the absence of entrepreneurial opportunities, Greeks sought jobs in the state sector, and politicians seeking to mobilize votes were happy to oblige. Moreover, the Greek pattern of urbanization in which whole villages moved from the countryside preserved intact rural patronage networks, networks that industry-based development tended to dissolve.

I have come across this deterrent phenomenon many times in my own work. While serving as chief economist at the United States Sentencing Commission during the late 1980s, I read hundreds of trial transcripts in which criminals testified against their accomplices. So many cases fit the exact same pattern. These criminals were frequently asked the exact same questions about why they had chosen a particular victim. Robbers would relate how they had considered several opportunities for stealing a lot of money, such as a drug dealer who had made a big score or a taxi cab driver who would have cash on him. But the criminals would then decide against those options because the drug dealer would naturally be well armed, or the cab driver would possibly have a gun. Frequently the criminals would then relate how they had come across a potential victim viewed as an easy target, a male of unimpressive build, or a woman, or an elderly person—all of them far less likely than the drug dealer or cab driver to be carrying a weapon.

cash-poor executive, by contrast, will focus on increasing the value of the company as a whole.

high cash compensation teaches workers to claim value from the company as it already exists instead of investing their time to create new value in the future.

In 1992, as we sought to establish our permanent terrestrial campus, we put out an RFP (request for proposals) that basically said, “Hi there, we’re ISU. We have this concept for a permanent campus. We’ve held five summer programs in five different cities, and this is our vision for what we want to create and where we want to go. Please tell us how much cash endowment, buildings, and operational money you will give us to bring our vision to your city.” Had we gotten no response at all, I would not have been surprised. But that wasn’t the case. Within six months, we received seven proposals ranging from $20 million to $50 million in funding, buildings, faculty, equipment, and even the promise of accreditation. In short, everything we needed to implement the next phase of ISU.

Combating myopic risk aversion is the most difficult emotional task facing any investor. I know of only two ways of doing this. The first is to check on your portfolios as infrequently as possible. ... The other way to avoid myopic risk aversion is to hold enough cash so that you have a certain equanimity about market falls.

Cash flows from operating activities are the cash effects of revenue and expense transactions that are included in the income statement. 4 Cash flows from investing activities are the cash effects of purchasing and selling assets, such as land and buildings. Cash flows from financing activities are the cash effects of the owners investing in the company and creditors loaning money to the company and the repayment of either or both.

With such theories, economists developed a very elaborate toolkit for analyzing markets, measuring the "variance" and "betas" of different securities and classifying investment portfolios by their probability of risk. According to the theory, a fund manager can build an "efficient" portfolio to target a specific return, with a desired level of risk. It is the financial equivalent of alchemy. Want to earn more without risking too much more? Use the modern finance toolkit to alter the mix of volatile and stable stocks, or to change the ratio of stocks, bonds, and cash. Want to reward employees more without paying more? Use the toolkit to devise an employee stock-option program, with a tunable probability that the option grants will be "in the money." Indeed, the Internet bubble, fueled in part by lavish executive stock options, may not have happened without Bachelier and his heirs.

If bankruptcy were on a level playing field, CEOs would not be permitted to sock away generous executive pay out of the reach of a bankruptcy judge. If enforcement of these building blocks were not tilted toward CEOs, presumably the Securities and Exchange Commission would bar CEOs from pumping up share prices through buybacks and then cashing in their options, as the SEC once did. Moreover, CEO pay in excess of $1 million would not be deductible, even if linked to performance. If all the building blocks were not tilted toward large corporations, these companies would not be earning the substantial profits that have allowed their top executives to earn princely sums to begin with.

moving first is a tactic, not a goal. What really matters is generating cash flows in the future,

Winners throw out the traditional product management and introduction processes they learned at existing companies. Instead, they combine agile engineering and Customer Development to iteratively build, test and search for a business model, turning unknowns into knowns. Winners also recognize their startup “vision” as a series of untested hypotheses in need of “customer proof.” They relentlessly test for insights, and they course-correct in days or weeks, not months or years, to preserve cash and eliminate time wasted on building features and products that customers don’t want.

What got me heard,” Dubinsky explains, “was output and impact. People saw me as somebody who could make things happen. If you become known as someone who delivers, you do your job and do it well, you build respect.” She had earned status before exercising power, so she had idiosyncrasy credits to cash in.

the last stage of a bear market "is caused by distress selling of sound securities, regardless of their value, by those who must find a cash market for at least a portion of their assets." The market player who avoids being invested near the top of bull markets-where he can really get hurt in a panic crash-and plays the short side in bear markets can be in the position to take advantage of such distress selling. You might miss the last 10 or even 20% of the gains to be made near bull market tops (while making T-bill yields), but you'll definitely still have your capital when the time comes to buy value with tremendous upside potential and almost no downside risk. In my view, the way to build wealth is to preserve capital, make consistent profits, and wait patiently for the right opportunity to make extraordinary gains.

Hence, because flash cards are being used in markets completely different from those Quantum and Seagate typically engage—palmtop computers, electronic clipboards, cash registers, electronic cameras, and so on—the value network framework would predict that firms similar to Quantum and Seagate are not likely to build market-leading positions in flash memory. This

Gross margins, which represent sales minus the cost of goods sold, are probably the best measure of long-term unit economics. The higher the gross margin, the more valuable each dollar of sales is to the company because it means that for each dollar of sales, the company has more cash available to fund growth and expansion.

Studies from all over the world offer proof positive: Free money works. Already, research has correlated unconditional cash disbursements with reductions in crime, child mortality, malnutrition, teenage pregnancy, and truancy, and with improved school performance, economic growth, and gender equality.13 “The big reason poor people are poor is because they don’t have enough money,” notes economist Charles Kenny, “and it shouldn’t come as a huge surprise that giving them money is a great way to reduce that problem.”14 In their book Just Give Money to the Poor (2010), scholars at the University of Manchester furnish countless examples of cases where cash handouts with few or no strings attached

the likelihood that those estimated future cash flows will actually materialize (risk), how large those cash flows will likely be (growth), how much investment will be needed to keep the business ticking along (return on capital), and how long the business can generate excess profits (economic moat).

Fred had refused to heed his lawyers’ advice to cede control of his empire to his children before his death in order to minimize estate taxes. That meant that Maryanne, Elizabeth, Donald, and Robert would be responsible for potentially hundreds of millions of dollars of estate taxes. In addition to dozens of buildings, my grandfather had amassed extraordinary sums of cash. His properties carried no debt and brought in millions of dollars every year. The siblings’ solution was to establish All County Building Supply & Maintenance.

Cash Flow & Loan Paydown Let’s talk briefly on how mortgages work. A mortgage is just a fancy word for “loan on a property.” An owner-occupied mortgage is that same loan, but requires you to live there for a more favorable price or terms. With house hacking, you are likely going to obtain an owner-occupied loan. For the purposes of this discussion, let’s say that you are getting a 3.5 percent FHA loan. If you purchase a property for $100,000, you will be responsible for putting $3,500 down in exchange for a $96,500 loan to be paid back monthly over the next thirty years. Assuming a 5.25 percent interest rate, the monthly payments would be $532.88 per month. Each monthly payment will be a combination of principal and interest. The principal is the actual balance of the loan the bank gives you—in this case $96,500. The interest payment is the amount that you are paying the bank for lending you money. In the first month, the concentration of interest payment will be highest, and as you continue to pay down the mortgage every month, an increasing amount of that $532.88 payment will be applied toward the principal. Take a look at the amortization schedule below to see how each payment over the next twelve months is comprised. Do you see how the interest portion of the payment decreased over time, but the amount applied to the principal increases? When you are paying down your principal, you are building equity in the property by paying back the balance of the loan. The best part about house hacking is that you are not actually paying the loan: Your tenants are! Not only are you living for free, and maybe even cash flowing, you own more and more of your house each month.

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its market. Blitzscaling requires capital—whether from investors or from cash flow—to fund relatively inefficient growth. If investors are willing to act quickly and provide large amounts of capital, the risk that a competitor decides to blitzscale is higher.

Another, less obvious benefit to this model is that once a subscription business achieves scale, the predictability of its revenue streams allows it to be more aggressive with long-term investments, since it isn’t obliged to maintain large cash balances to weather short-term variations in the business.

Permanent life insurance that builds cash value can be a great tool in this situation. The premiums are paid with after-tax dollars. The policy grows tax deferred, and you can access those cash values before or after retirement on a tax-free basis as long as it is structured properly. Upon your death, the death benefit is paid to your beneficiaries generally income tax free and, if you set it up properly, estate tax free.

Where the cutting has been wholesale, and has lasted, is in Congress—Congress: the first branch of government, closest to the people; Congress, which on our behalf keeps an eye on all those unelected bureaucrats. Congressmen and -women have sabotaged their own institution’s ability to do that for us. They have smashed the tools it possessed to help fashion laws in the public interest. They have crippled their own capacity to come to independent conclusions as to the nature of the problems such laws would address. Congress has been disabled from inside. Most of this happened in one of those revisions of the House of Representatives’ internal rules when an election flipped the majority party. It was January 1995, and a last-minute geyser of campaign cash had delivered an upset Republican victory two months before. Newt Gingrich held the gavel. The very first provision of the new rules he hammered through on January 5 reads: “In the One Hundred Fourth Congress, the total number of staff of House committees shall be at least one-third less than the corresponding total in the One Hundred Third Congress.” Congressional staffers are the citizens’ subject matter experts. Over years, these scientists and auditors and lawyers and military veterans build up historical knowledge on the complex issues that jostle for House and Senate attention. They help members, who have to be generalists, drill down into specifics. Cut staffs, and members lose the bandwidth to craft wise legislation, the expertise to ask telling questions in hearings—the ability to hold oversight hearings at all. The Congressional Research Service, the Government Accountability Office, the Congressional Budget Office all suffered the cuts. The Office of Technology Assessment was abolished—because, in 1995, what new technology could possibly be poised on the horizon? Democrats, when they regained control of the House, did not repair the damage. Today, the number of staff fielding thousands of corporate lobbyists or fact-checking their jive remains lower than it was a quarter century ago.

I believe that there is a Maslovian hierarchy of fires that applies to most rapidly growing start-ups, where the top of the list is the most important fire to fight first: Distribution Product Revenue model Operations Competition What’s next? What this means is that for most consumer Internet start-ups, the most important fire is distribution; if your distribution goes up in flames, your company is doomed. If you are able to contain that fire, however, it will make fighting the other fires a whole lot easier. Acquiring users gives you feedback on how to improve your product. Acquiring millions of users or thousands of customers makes it a lot easier to generate revenue. Generating revenue makes it easier to pay for the infrastructure and personnel to scale up your operations, either out of cash flow or by raising investment. And if you have a successful and growing business, then it makes sense to worry about the competition.

Watson had been at the nerve center of the Ring. Indeed, if there was “magic” to the Ring, Watson was the unseen assistant who made it work, and as with most grand deceptions the secret was extremely simple. Watson merely required everyone who received a contract from the city to increase his bills before submitting them by 50 to 65 per cent. Watson paid the face amount of the bill, then the contractor returned the overcharge in cash, and Watson, like a dutiful paymaster, handed it out within the Ring. Among New York contractors it was commonly said, “You must do just as Jimmy tells you, and you will get your money.” Anyone who knew a little bookkeeping could look at Watson’s voucher records and see what was going on. O’Rourke, for example, judged from what he saw that the Ring had made off with $75 million since 1869.

Because the way banking works, however, such withdrawals had a negative multiplier effect. In an effort to maintain a prudent balance between their own liquidity and their loan portfolios, banks had to call in three or four dollars of loans for each dollar in cash withdrawn. Moreover, as their loans were called, borrowers in turn withdrew their deposits from other banks. The effect was to spread the scramble for liquidity right across the system. In this climate, all banks felt the need to protect themselves by building up cash reserves and thus called in even more loans. By the middle of 1931, bank credit had shrunk by almost $5 billion, equivalent to 10 percent of outstanding loans and investments.