Entrepreneur Famous Quotes

The most liberating of all thoughts is disregard or “disconcern” for what other people think. Famous mail-order impresario and entrepreneur J. Peterman wrote (in his autobiography Peterman Rides Again); “Once you realize that most people are keeping up appearances and putting on a show, their approval becomes less important.” Excessive concern over what other people think inhibits personality more than any other factor.

If you think you've never lived up to a situation, you have your own story or you will be the hero.

Know that the days that are alike are only the illusion of a reality created by your mind.

Dreams are not just dreams, because each of them can become reality.

I sincerely believe that patience is one of the keys to success.

It takes you 5 years to build your reputation, but 5 minutes to ruin it.

The only thing worse than starting something and failing… is not starting something. - Seth Godin

Believe in your dreams and never give up on your passions, never give up even in spite of the difficulty and the unforeseen, or despite the mistakes that you will make, if you persist in the evolution of your dreams, life will reward you.

The exponential growth of this industry was correlated with the phenomenon famously discovered by Moore, who in 1965 drew a graph of the speed of integrated circuits, based on the number of transistors that could be placed on a chip, and showed that it doubled about every two years, a trajectory that could be expected to continue. This was reaffirmed in 1971, when Intel was able to etch a complete central processing unit onto one chip, the Intel 4004, which was dubbed a “microprocessor.” Moore’s Law has held generally true to this day, and its reliable projection of performance to price allowed two generations of young entrepreneurs, including Steve Jobs and Bill Gates, to create cost projections for their forward-leaning products.

I work harder than every single person I know, and the only person that is on the same level as me is my brother. If you look at the top social media stars, it's me and him. I think that's our advantage. We're not the prettiest; we're not even the funniest, we're not the wittiest, whatever it is.

A man asks his friend for a ride in his Porsche. The friend replies my car only has two seats. The man says well there are only two of us. The friend replies yes, but if I fill the seat with you I can not fill it with possibilities. The man says what if I am the possibility. The friend replies if you were the type of possibility I am looking for I would be asking to ride with you.

In ‘Colonization in Reverse’41 (a famous poem much anthologized) the speaker is presented as a more or less reliable commentator who implies that Jamaicans who come to ‘settle in de motherlan’ are like English people who settled in the colonies. West Indian entrepreneurs, shipping off their countrymen ‘like fire’, turn history upside down. Fire can destroy, but may also be a source of warmth to be welcomed in temperate England. Those people who ‘immigrate an populate’ the seat of the Empire seem, like many a colonizer, ready to displace previous inhabitants. ‘Jamaica live fi box bread/Out a English people mout’ plays on a fear that newcomers might exploit the natives; and some of the immigrants are—like some of the colonizers from ‘the motherland’—lazy and inclined to put on airs. Can England, who faced war and braved the worst, cope with people from the colonies turning history upside down? Can she cope with ‘Colonizin in reverse’?

We live in a time when lots of people want to be famous. It’s particularly a problem with young entrepreneurs. Fame has become a toxic desire for many people. Because fame is worthless unless it is a tool to glorify God. And even in the marketplace, what matters most is your ability to add value to other peoples lives. It’s about service through adding value. And the best form of payment for that is money, not fame. So a lot of people need to really forget about fame and instead focus on value.

Don Chrisantos Michael Wanzala "Don CM Wanzala" (born April 13), popularly known as Don Santo (stylized as DON SANTO) is a Kenyan singer, rapper, songwriter, arranger, actor, author, content producer, Photo-Videographer, Creative Director (Blame It On Don), entrepreneur, record executive and Leader of the Klassik Nation and chairman and president of Global Media Ltd, based in Nairobi City in Kenya. ​ The genius of DON SANTO rests in his willingness to break from traditional formula and constantly push the envelope. He flips the method of the moment with undeniable swagger and bold African sensibility. As a songwriter, Santo revisits simple, but profound aspects of the human experience – love, lust, desire, joy, and pain that define classical art and drama. He applies his concept to rich, full vocals that exude his intended effect. It is this uncanny ability to compose classics and deliver electrifying live performances that define everything that is essential DON SANTO. In 2015, Santo won the East Africa Music Awards in the Artist of the year Category while his song "Sina Makosa" won the Song of The year. A believer in GOD, FAMILY & GOOD LIFE (Klassikanity).

The exponential growth of this industry was correlated with the phenomenon famously discovered by Moore, who in 1965 drew a graph of the speed of integrated circuits, based on the number of transistors that could be placed on a chip, and showed that it doubled about every two years, a trajectory that could be expected to continue. This was reaffirmed in 1971, when Intel was able to etch a complete central processing unit onto one chip, the Intel 4004, which was dubbed a “microprocessor.”Moore’s Law has held generally true to this day, and its reliable projection of performance to price allowed two generations of young entrepreneurs, including Steve Jobs and Bill Gates, to create cost projections for their forward- leaning products.

The exponential growth of this industry was correlated with the phenomenon famously discovered by Moore, who in 1965 drew a graph of the speed of integrated circuits, based on the number of transistors that could be placed on a chip, and showed that it doubled about every two years, a trajectory that could be expected to continue. This was reaffirmed in 1971, when Intel was able to etch a complete central processing unit onto one chip, the Intel 4004, which was dubbed a “microprocessor.” Moore’s Law has held generally true to this day, and its reliable projection of performance to price allowed two generations of young entrepreneurs, including Steve Jobs and Bill Gates, to create cost projections for their forward-leaning products. The

11. Never give up on yourself Everyone may give up on you but never give up on yourself, because if you do, it will also become the end. Believe that anything can be achieved with effort. Most important of all, we must understand that dyslexia is not just a hindrance to learning; it may also be considered a gift. Multiple studies have proven that dyslexic people are highly creative and intuitive. Not to mention the long list of dyslexic people who have succeeded in their chosen fields; Known scientist and the inventor of telephone, Alexander Graham Bell; The inventor of telescope, Galileo Galilei; Painter and polymath, Leonardo da Vinci; Mathematician and writer Lewis Carroll; American journalist, Anderson Cooper; Famous actor, Tom Cruise; Director of our all time favorites Indiana Jones and Jurassic Park, Steven Spielberg; Musician Paul Frappier; Entrepreneur and Apple founder, Steve Jobs; and maybe the person who is reading this book right now. We must always remember, everything can be learned and anyone can learn how to read!  

In fact, the same basic ingredients can easily be found in numerous start-up clusters in the United States and around the world: Austin, Boston, New York, Seattle, Shanghai, Bangalore, Istanbul, Stockholm, Tel Aviv, and Dubai. To discover the secret to Silicon Valley’s success, you need to look beyond the standard origin story. When people think of Silicon Valley, the first things that spring to mind—after the HBO television show, of course—are the names of famous start-ups and their equally glamorized founders: Apple, Google, Facebook; Jobs/ Wozniak, Page/ Brin, Zuckerberg. The success narrative of these hallowed names has become so universally familiar that people from countries around the world can tell it just as well as Sand Hill Road venture capitalists. It goes something like this: A brilliant entrepreneur discovers an incredible opportunity. After dropping out of college, he or she gathers a small team who are happy to work for equity, sets up shop in a humble garage, plays foosball, raises money from sage venture capitalists, and proceeds to change the world—after which, of course, the founders and early employees live happily ever after, using the wealth they’ve amassed to fund both a new generation of entrepreneurs and a set of eponymous buildings for Stanford University’s Computer Science Department. It’s an exciting and inspiring story. We get the appeal. There’s only one problem. It’s incomplete and deceptive in several important ways. First, while “Silicon Valley” and “start-ups” are used almost synonymously these days, only a tiny fraction of the world’s start-ups actually originate in Silicon Valley, and this fraction has been getting smaller as start-up knowledge spreads around the globe. Thanks to the Internet, entrepreneurs everywhere have access to the same information. Moreover, as other markets have matured, smart founders from around the globe are electing to build companies in start-up hubs in their home countries rather than immigrating to Silicon Valley.

A famous example is the chain Potbelly Sandwich Shop, which today has over two hundred stores. It began as an antique store in 1977; the owners started to sell sandwiches as a way to bolster traffic to their stores. Pretty soon they had pivoted their way into an entirely different line of business.

All lasting business is built on friendship. - Alfred A. Montapert

Berry and three other old Etonians, James Bolton, Alex Lyle and Christian De Lotbiniere, were the brains behind “Ski Bob” travel. This was a company, named after their Eton housemaster Bob Baird, which had been formed when they discovered that they were too young legally to book holidays themselves. So these young entrepreneurs started their own company and within the twenty-strong group, which mainly compromised old Etonians, the greatest accolade was to be called “Bob.” Diana was soon Bob, Bob, Bobbing along. “You’re skating on thin ice,” she yelled in her Miss Piggy voice as she skied dangerously close behind members of the group. She joined in the pillow fights, charades, and satirical singsongs. Diana was teased mercilessly about a framed photograph of Prince Charles, taken at his Investiture in 1969, which hung in her school dormitory. Not guilty, she said. It was a gift to the school. When she stayed in the Berry chalet she slept on the living-room sofa. Not that she got much sleep. Medical student, James Colthurst, liked to regale the slumbering throng with unwelcome early morning renditions of Martin Luther King’s famous “I had a dream” speech or his equally unamusing Mussolini impersonation.

There’s another level at which attention operates, this has to do with leadership, I argue that leaders need three kinds of focus, to be really effective, the first is an inner focus, let me tell you about a case that’s actually from the annals of neurology, there was a corporate lawyer, who unfortunately had a small prefrontal brain tumour, it was discovered early, operated successfully, after the surgery though it was a very puzzling picture, because he was absolutely as smart as he had been before, a very high IQ, no problem with attention or memory, but he couldn’t do his job anymore, he couldn’t do any job, in fact he ended up out of work, his wife left him, he lost his home, he’s living in his brother spare bedroom and in despair he went to see a famous neurologist named Antonio Damasio. Damasio specialized in the circuitry between the prefrontal area which is where we consciously pay attention to what matters now, where we make decisions, where we learn and the emotional centers in the midbrain, particularly the amygdala, which is our radar for danger, it triggers our strong emotions. They had cut the connection between the prefrontal area and emotional centers and Damasio at first was puzzled, he realized that this fellow on every neurological test was perfectly fine but something was wrong, then he got a clue, he asked the lawyer when should we have our next appointment and he realized the lawyer could give him the rational pros and cons of every hour for the next two weeks, but he didn’t know which is best. And Damasio says when we’re making a decision any decision, when to have the next appointment, should I leave my job for another one, what strategy should we follow, going into the future, should I marry this fellow compared to all the other fellows, those are decisions that require we draw on our entire life experience and the circuitry that collects that life experience is very base brain, it’s very ancient in the brain, and it has no direct connection to the part of the brain that thinks in words, it has very rich connectivity to the gastro- intestinal tract, to the gut, so we get a gut feeling, feels right, doesn’t feel right. Damasio calls them somatic markers, it’s a language of the body and the ability to tune into this is extremely important because this is valuable data too - they did a study of Californian entrepreneurs and asked them “how do you make your decisions?”, these are people who built a business from nothing to hundreds of millions or billions of dollars, and they more or less said the same strategy “I am a voracious gatherer of information, I want to see the numbers, but if it doesn’t feel right, I won’t go ahead with the deal”. They’re tuning into the gut feeling. I know someone, I grew up in farm region of California, the Central Valley and my high school had a rival high school in the next town and I met someone who went to the other high school, he was not a good student, he almost failed, came close to not graduating high school, he went to a two-year college, a community college, found his way into film, which he loved and got into a film school, in film school his student project caught the eye of a director, who asked him to become an assistant and he did so well at that the director arranged for him to direct his own film, someone else’s script, he did so well at that they let him direct a script that he had written and that film did surprisingly well, so the studio that financed that film said if you want to do another one, we will back you. And he, however, hated the way the studio edited the film, he felt he was a creative artist and they had butchered his art. He said I am gonna do the film on my own, I’m gonna finance it myself, everyone in the film business that he knew said this is a huge mistake, you shouldn’t do this, but he went ahead, then he ran out of money, had to go to eleven banks before he could get a loan, he managed to finish the film, you may have seen

The British bankers at that time also controlled the fledgling American banks which offered to loan Abraham Lincoln money to fight the war. Lincoln wisely refused and created the famous Lincoln greenbacks with which he financed the Civil War.38 Abraham Lincoln, in a famous address, declared: “At what point, then, is the approach of danger to be expected? I answer, if it ever reach us it must spring up among us, it cannot come from abroad. If destruction be our lot, we must ourselves be its author and finisher. As a nation of freemen we must live through all time or die of suicide.” 39 Lincoln’s refusal to finance the Union through debt to the internationalists demonstrated his keen insight into their strategy for global dominion. Hence, he financed the Civil War by printing the Lincoln greenbacks. In both respects—with regard to the Civil War and the British bankers’ attempt to seize control of the economics of America—once again the aims of the globalists were frustrated. This is what caused Lincoln’s assassination. Nonetheless, America remained in control of her own credit. The result of this victory was low interest loans for entrepreneurs, which led to great business expansion. This great expansion in the post-Civil War era enhanced the fears of those who sought to bring the world into a One World Order. If America was allowed to continue to expand, she would be a major—perhaps insurmountable—obstacle in the way of their goal. For one hundred years, America was able to avoid total control of her capital by the international bankers. Lincoln was most certainly a great irritant and obstacle to the aspirations of the globalists. He was the last president to seek categorically a halting of the globalists’ drive toward a Global One World Government. It cost him his life; he was murdered by John Wilkes Booth, also an agent of the internationalists.40 America’s emergence from the Civil War as a great industrial power was due to the effective centralization of capital and credit within the Federal Government, thanks to Lincoln. It was America’s control over her own capital that was making her prosperous. It was the aim of the international bankers to change all that. Lincoln was the victim of a major conspiracy—a conspiracy so important that even the European bankers were involved. Lincoln had to be eliminated because he dared to oppose their attempt to force a central bank on the United States. He became an example to those who would later oppose such machinations in high places. Could it be that, one hundred years later, John F.

I think it is likely that success will only affect people who will perceive despite the difficulty and mistakes.

Life may not give you gifts, but even despite the difficulties it is important to keep hoping, luck will eventually turn.

Sometimes the best times are the least expensive.

Hold on to Your Dreams, They Will Come True.

Generally, Most of the successful people were not the best in school.

Building your dreams is the only way not to work for someone else's dreams.

Do not be afraid of the unknown, it is the unknown that will allow you to move forward.

You Can't Get Rich thinking poor.

Every day is a chance, life is a chance worth living because each atom and molecule in our body are the same as those in the universe that makes up our world and space.

dominate. Bill Gates did not start out with the business model that made him rich and famous. Initially, after dropping out of Harvard, he and Paul Allen sold their own line of BASIC software for the Altair 8800.7 It was only when the company was about five years old, in 1981, that Gates found out that IBM was seeking an operating system for its proposed personal computer line. He bought an operating system from another company in Seattle, called it MS-DOS, licensed it to IBM, and built Microsoft into a juggernaut. You may not find the right business model on the first cut, so you may have to adapt—before you run out of cash.

It's weird that some people are famous overnight, and others have to wait several years.

Choose to normalize giving best service to other people. Give best service regardless, if those people are black or white. Whether they are famous or not ,or whether they are your friends or not. If you are offering service. Always choose to give best service to everyone, not just your favorite people.

I don't have a normal life, but personally I love spending time with normal people.

To launch a business means successfully solving problems. Solving problems means listening. - Richard Branson

what about Bill Gates, famous for dropping out of Harvard to start Microsoft? When Gates sold a new software program as a sophomore, he waited an entire year before leaving school. Even then he didn’t drop out, but balanced his risk portfolio by applying for a leave of absence that was formally approved by the university—and by having his parents bankroll him. “Far from being one of the world’s great risk takers,” entrepreneur Rick Smith notes, “Bill Gates might more accurately be thought of as one of the world’s great risk mitigators.

• Don’t ask for opinions, suggest ready solutions (not ‘’when are we meeting?’’, but ‘’let’s meet at 15.00’’).

Effectiveness" - working on tasks which bring you closer to the goal, everything else is just an excuse.

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

Martoglio also discovered those actors who were to become stars not only in the Sicilian but in the Italian context. The legendary Angelo Musco, Giovanni Grasso and Rosina Anselmi, to name but three of the most widely known, owe much of their fame to Martoglio. They in turn found in Martoglio’s characters the vehicles to best express themselves. It was Nino Martoglio who convinced Luigi Pirandello to begin writing for the theatre. Martoglio and Pirandello developed a very close friendship which eventually led to actual collaboration in the writing of some Sicilian language plays such as A vilanza (Cowardice) (performed on Sept. 8, 1917) and Cappiddazzu paga tuttu, (Capiddazzu Pays for Everything). But at the beginning of their relationship, while Pirandello experienced much critical resistance to his innovative and revolutionary work, Martoglio was a well-established and famous playwright and literary entrepreneur.

We emphasized “informative advertising,” a term borrowed from the famous entrepreneur Paul Hawken, who started publishing in the Whole Earth Review in the early 1980s. These informative texts were intended to stress how our products were differentiated from ordinary stuff. Please see the chapter on Private Label Products for examples of claims we made.

Author and trainer Craig Ballantyne famously said, “Success is simple once you accept how hard it is.

Edison epitomized the new entrepreneur at the heart of a brand-new phase in the development of market societies: an inventor who innovated in order to create monopoly power for himself – not so much for the riches that it provided, but for its own sake; for the sheer glory and the sheer power of it all. He was an entrepreneur who inspired, in equal measure, incredible loyalty from his overworked staff and loathing from his adversaries. He was a friend of Henry Ford, who also famously played a key role in bringing machinery into the lives of ordinary people while, at the same time, turning workers into the nearest a person can come to a machine.

Ain't no biography writing from the grave, so I am telling it now, with a wordious, Wow! I AM #EntrePReneurISHing -its a book, brand, and beautiful entrepreneurship elevation stimulation momentum...amusement.

There was a lot of fear on their part that they would be a famous national case if they didn't take action on something that was now very public,” Jorgensen recalls. He learned his first government‐relations lesson: The regulators enforced laws; they didn't make them or change them.

As Paul saw it, the projections, the spreadsheets, the grand marketing plans were all secondary. First, you had to build something that a tiny cohort of users would love. If they loved it, presumably millions of others would, too. And since love tends to be shared, your product or service would have the best kind of marketing, the kind money couldn’t buy—and it would grow and grow. Paul’s point was that in order to build something Brian’s core user would truly love, he needed to meet them where they live—literally. He had to talk to them, listen to them, watch them, and try his best to understand them. And as Paul told Brian, this was the moment to seize that opportunity. “It’s the only time,” Paul said, “you’ll ever be small enough that you can meet all your customers, get to know them—and make something directly for them.” In 2013, Paul would codify this advice in his famous essay “Do Things That Don’t Scale,” which also serves as #6 of my Counterintuitive Rules of Blitzscaling.

The ideal goal is to achieve small batches all the way down to single-piece flow along the entire supply chain. Each step in the line pulls the parts it needs from the previous step. This is the famous Toyota just-in-time production method.

The biggest advantage of working in small batches is that quality problems can be identified much sooner. This is the origin of Toyota’s famous andon cord, which allows any worker to ask for help as soon as they notice any problem, such as a defect in a physical part, stopping the entire production line if it cannot be corrected immediately. This is another very counterintuitive practice. An assembly line works best when it is functioning smoothly, rolling car after car off the end of the line. The andon cord can interrupt this careful flow as the line is halted repeatedly. However, the benefits of finding and fixing problems faster outweigh this cost. This process of continuously driving out defects has been a win-win for Toyota and its customers. It is the root cause of Toyota’s historic high quality ratings and low costs.

I first discovered Ryan Daniel Moran when I saw his now-famous t-shirt in a viral video on Facebook. It read: Democrat Republican ENTREPRENEUR

Jacquetta Hawkes famously wrote that 'Every age gets the Stonehenge it deserves', by which she meant that Stonehenge has been a Druid temple, a landing site for flying saucers, or an astronomical calendar, according to the interests of the times. The same could be said about our stories about Vikings, and they have been alternately, noble savages, raiders, marauders and rapists, peaceful traders, entrepreneurs, explorers, early democrats, or IKEA sales personnel, according to what we want them to be.

How Vitalik Buterin changed the blockchain space. Vitalik Buterin is one of the most famous and accomplished cryptocurrency entrepreneurs out there; he is best known for co-founding Ethereum - the second-biggest cryptocurrency by market capitalization and one of the busiest blockchain networks out there. Vitalik's Ethereum was one of the first blockchains to host smart contracts and changed the layout of the blockchain world for good. Born in Russia, Vitalik's father was a computer scientist and hence was exposed to computers from a young age; his family moved to Canada for better opportunities at the age of six. Vitalik's genius was recognized by his school when he was put in the class for gifted children in elementary school. Career Research assistant Vitalik was keen on cryptography from early on in his life; he was a researcher assistant for cryptographer Ian Goldman who was formally a part of the board of directors in the Tor network. As a result, he was exposed to quality individuals and budding concepts like cryptocurrencies. Bitcoin weekly In 2011, Buterin accepted a job of writing an article in exchange for 5 Bitcoin, which were around $3.5(INR300) at the time. The job was posted by another enthusiast on the Bitcoin forum; he offered the job to anyone who was interested in the subject and was willing to write in exchange for Bitcoins. He kept on writing until the website closed because of a lack of profits. Bitcoin Magazine In 2012, Mihai Alise reached out to Buterin for Bitcoin Magazine, a position that Vitalik would later accept as cofounder and become the lead writer. The Bitcoin Magazine became the first serious publication on cryptocurrencies and became a part of the print media.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

Senna once said in an now famous interview, "Being a racing driver means you are racing with other peeople and if you no longer go for a [pass] that exists, you are no longer a racing driver because we are competing - - competing to win and the  main motivation for all of us is to compete for victory, not to come finish 3rd, 4th, 5th or 6th.

Venture capitalists and investors have bought into the media-driven narrative that younger people are more likely to build great companies. Vinod Khosla, a cofounder of Sun Microsystems and venture capitalist, said, “People under 35 are the people who make change happen . . . people over 45 basically die in terms of new ideas.” Paul Graham, the founder of Y Combinator, the famous start-up accelerator, said that, when a founder is over the age of thirty-two, investors “start to be a little skeptical.” Zuckerberg himself famously said, with his characteristic absence of tact, “Young people are just smarter.” But, it turns out, when it comes to age, the entrepreneurs we learn about in the media are not representative. In a pathbreaking study, a team of economists—Pierre Azoulay, Benjamin F. Jones, J. Daniel Kim, and Javier Miranda (henceforth referred to as AJKM)—analyzed the age of the founder of every business created in the United States between the years 2007 and 2014. Their study included some 2.7 million entrepreneurs, a far broader and more representative sample than the dozens featured in business magazines. The researchers found that the average age of a business founder in the United States is 41.9 years old—in other words, more than a decade older than the average age of founders featured in the media. And older people don’t just start businesses more than many of us realize; they also succeed at creating highly profitable businesses more often than their younger peers do. AJKM used various metrics of success for a business, including staying in business for longer and ranking among the top firms in revenue and employees. They discovered that older founders consistently had higher probabilities of success, at least until the age of sixty.

Africa had free markets and a thriving entrepreneurial culture and tradition centuries before these became the animating ideas of the United States or Western Europe. Timbuktu, the legendary city in northern Mali, was a famous trading post and marketplace as far back as the twelfth century, as vital to the commerce of North and West Africa as ports on the Mediterranean were to Europe and the Levant. In Africa Unchained, George Ayittey offers myriad examples of industrial activity in precolonial Africa, from the indigo-dye cloth trade of fourteenth-century Kano, Nigeria, to the flourishing glass industry of precolonial Benin to the palm oil businesses of southern Nigeria to the Kente cotton trade of the Asante of Ghana in the 1800s: “Profit was never an alien concept to Africa. Throughout its history there have been numerous entrepreneurs. The aim of traders and numerous brokers or middlemen was profit and wealth.”2 The tragedy is what happened next. These skills and traditions were destroyed, damaged, eroded or forced underground, first during centuries of slave wars and colonialism and, later, through decades of corrupt postindependence rule, usually in service to foreign ideologies of socialism or communism. No postcolonial leader in Africa who fought for independence has ever adequately explained why liberation from colonial rule necessarily meant following the ideas and philosophies of Karl Marx, a gray-bearded nineteenth-century German academic who worked out of the British Library and never set foot in Africa. At the same time, neither should we have ever allowed ourselves to become beholden to paternalistic aid organizations that were sending their representatives to build our wells and plant our food for us. Nor, for that matter, should we have relied on the bureaucrats of the Western world telling us how to be proper capitalists or—as is happening now—to Party officials in Beijing telling us what they want in exchange for this or that project. It was this outside influence—starting with colonialism but later from our own terrible and corrupt policies and leaderships—that the stereotype of the lazy, helpless, unimaginative and dependent African developed. The point is that we Africans have to take charge of our own destiny, and to do this we can call on our own unique culture and traditions of innovation, free enterprise and free trade. We are a continent of entrepreneurs.

If you start with nothing and end up with nothing, there’s nothing lost. - Michael Dunlop

I funded a study of thousands of working professionals and we found no correlation between time management training and higher levels of productivity or reduced stress. Zero! I then interviewed hundreds of highly successful people including Mark Cuban and other billionaires, famous entrepreneurs, gold medal Olympians like Shannon Miller, and straight-A students. What I discovered is that highly successful people don’t prioritize tasks on a to-do list, or follow some complex five-step system, or refer to logic tree diagrams to make decisions. Actually, highly successful people don’t think about time much at all. Instead, they think about values, priorities, and consistent habits.

Research from Brunel University shows that chess students who trained with coaches increased on average 168 points in their national ratings versus those who didn’t. Though long hours of deliberate practice are unavoidable in the cognitively complex arena of chess, the presence of a coach for mentorship gives players a clear advantage. Chess prodigy Joshua Waitzkin (the subject of the film Searching for Bobby Fischer) for example, accelerated his career when national chess master Bruce Pandolfini discovered him playing chess in Washington Square Park in New York as a boy. Pandolfini coached young Waitzkin one on one, and the boy won a slew of chess championships, setting a world record at an implausibly young age. Business research backs this up, too. Analysis shows that entrepreneurs who have mentors end up raising seven times as much capital for their businesses, and experience 3.5 times faster growth than those without mentors. And in fact, of the companies surveyed, few managed to scale a profitable business model without a mentor’s aid. Even Steve Jobs, the famously visionary and dictatorial founder of Apple, relied on mentors, such as former football coach and Intuit CEO Bill Campbell, to keep himself sharp. SO, DATA INDICATES THAT those who train with successful people who’ve “been there” tend to achieve success faster. The winning formula, it seems, is to seek out the world’s best and convince them to coach us. Except there’s one small wrinkle. That’s not quite true. We just held up Justin Bieber as an example of great, rapid-mentorship success. But since his rapid rise, he’s gotten into an increasing amount of trouble. Fights. DUIs. Resisting arrest. Drugs. At least one story about egging someone’s house. It appears that Bieber started unraveling nearly as quickly as he rocketed to Billboard number one. OK, first of all, Bieber’s young. He’s acting like the rock star he is. But his mentor, Usher, also got to Billboard number one at age 18, and he managed to dominate pop music for a decade without DUIs or egg-vandalism incidents. Could it be that Bieber missed something in the mentorship process? History, it turns out, is full of people who’ve been lucky enough to have amazing mentors and have stumbled anyway.

This is the shape that Renaissance innovation takes, seen from a great (conceptual) distance. Most innovation clusters in the third quadrant: non-market individuals. A handful of outliers are scattered fairly evenly across the other three quadrants. This is the pattern that forms when information networks are slow and unreliable, and entrepreneurial economic conventions are poorly developed. It’s too hard to share ideas when the printing press and the postal system are still novelties, and there’s not enough incentive to commercialize those ideas without a robust marketplace of buyers and investors. And so the era is dominated by solo artists: amateur investigators, usually well-to-do, working on their own private obsessions. Not surprisingly, this period marks the birth of the modern notion of the inventive genius, the rogue visionary who somehow sees beyond the horizon that limits his contemporaries—da Vinci, Copernicus, Galileo. Some of those solo artists (Galileo most famously) worked outside of broader groups because their research posed a significant security threat to the established powers of the day. The few innovations that did emerge out of networks—the portable, spring-loaded watches that first appeared in Nuremberg in 1480, the double-entry bookkeeping system developed by Italian merchants—have their geographic origins in cities, where information networks were more robust. First-quadrant solo entrepreneurs, crafting their products in secret to ensure their eventual payday, turn out to be practically nonexistent. Gutenberg was the exception, not the rule.

With patience and resources,” Mr. A would come to say often on his weekly calls with Peter, “we can do almost anything.” Tolstoy had a motto for Field Marshal Mikhail Kutuzov in War and Peace—“ Patience and Time.” “There is nothing stronger than those two,” he said, “. . . they will do it all.” In 1812 and in real life, Kutuzov gave Napoleon an abject lesson in the truth of that during a long Russian winter. The target, Nick Denton, is not a patient man. Most entrepreneurs aren’t. Most powerful people are not. One of his editors would say of Denton’s approach to stories, “Nick is very much of the mind that you do it now. And the emphasis is to get it out there and be correct as you can, but don’t let that stand in the way of getting the story out there.” Editorially, Nick Denton wanted to be first—which is a form of power in itself. But this isn’t how Thiel thinks. He would say his favorite chess player was José Raúl Capablanca, and remind himself of the man’s famous dictum: To begin you must study the end. You don’t want to be the first to act, you want to be the last man standing. History is littered with examples of those who acted rashly in pursuit of their goals, who plunged ahead without much in the way of a plan, and suffered as a result. One could argue that the bigger of Nixon’s two blunders wasn’t his attacks on the Democratic Party but the decision to go after Katharine Graham and the media, and yet both decisions were the product of a fundamental lack of patience and discipline. Or consider the late head of Fox News, Roger Ailes, who responded to a series of Gawker articles and attacks by allegedly hiring private detectives to follow the reporters around. Not only did he find nothing of practical value, but these heavy-handed tactics came back to embarrass and discredit him at his most vulnerable moment. In fact, two weeks after the news of this disturbing conspiracy broke, he would be dead. How ought one do it then?