Investors Dream Quotes

I believe in the discipline of mastering the best that other people have ever figured out. I don’t believe in just sitting down and trying to dream it all up yourself. Nobody’s that smart.

Investors don’t care about your dreams and goals. They love that you have them. They love that you are motivated by them. Investors care about how they are going to get their money back and then some. Family cares about your dreams. Investors care about money.

Bonds, in essence, represent a powerful partnership between investors and issuers, a symbiotic relationship that fuels economic growth, empowers dreams, and builds a brighter future for all.

The investor and serial entrepreneur Ben Horowitz put it more bluntly: “The hard thing isn’t setting a big, hairy, audacious goal. The hard thing is laying people off when you miss the big goal.…  The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare.

The desire for more, the fear of missing out, the tendency to compare against others, the influence of the crowd and the dream of the sure thing—these factors are near universal. Thus they have a profound collective impact on most investors and most markets. The result is mistakes, and those mistakes are frequent, widespread and recurring.

Wisdom is really the key to wealth. With great wisdom, comes great wealth and success. Rather than pursuing wealth, pursue wisdom. The aggressive pursuit of wealth can lead to disappointment. Wisdom is defined as the quality of having experience, and being able to discern or judge what is true, right, or lasting. Wisdom is basically the practical application of knowledge. Rich people have small TVs and big libraries, and poor people have small libraries and big TVs. Become completely focused on one subject and study the subject for a long period of time. Don't skip around from one subject to the next. The problem is generally not money. Jesus taught that the problem was attachment to possessions and dependence on money rather than dependence on God. Those who love people, acquire wealth so they can give generously. After all, money feeds, shelters, and clothes people. They key is to work extremely hard for a short period of time (1-5 years), create abundant wealth, and then make money work hard for you through wise investments that yield a passive income for life. Don't let the opinions of the average man sway you. Dream, and he thinks you're crazy. Succeed, and he thinks you're lucky. Acquire wealth, and he thinks you're greedy. Pay no attention. He simply doesn't understand. Failure is success if we learn from it. Continuing failure eventually leads to success. Those who dare to fail miserably can achieve greatly. Whenever you pursue a goal, it should be with complete focus. This means no interruptions. Only when one loves his career and is skilled at it can he truly succeed. Never rush into an investment without prior research and deliberation. With preferred shares, investors are guaranteed a dividend forever, while common stocks have variable dividends. Some regions with very low or no income taxes include the following: Nevada, Texas, Wyoming, Delaware, South Dakota, Cyprus, Liechtenstein, Luxembourg, Panama, San Marino, Seychelles, Isle of Man, Channel Islands, Curaçao, Bahamas, British Virgin Islands, Brunei, Monaco, Qatar, United Arab Emirates, Saudi Arabia, Bahrain, Bermuda, Kuwait, Oman, Andorra, Cayman Islands, Belize, Vanuatu, and Campione d'Italia. There is only one God who is infinite and supreme above all things. Do not replace that infinite one with finite idols. As frustrated as you may feel due to your life circumstances, do not vent it by cursing God or unnecessarily uttering his name. Greed leads to poverty. Greed inclines people to act impulsively in hopes of gaining more. The benefit of giving to the poor is so great that a beggar is actually doing the giver a favor by allowing the person to give. The more I give away, the more that comes back. Earn as much as you can. Save as much as you can. Invest as much as you can. Give as much as you can.

Instead of forgetting your dreams and living within your means, try pursuing the means to live your dreams.

They wish to build a new and better world, and I would be glad if they could succeed, and if I saw any hope of success I would join them. I ask for their plans, and they offer me vague dreams, in which as a man of affairs, I see no practicality. Is is like the the end of Das Rheingold: there is Valhalla, very beautiful, but only a rainbow bridge on which to get to it, and while the gods ma be able to walk on a rainbow, my investors and working people cannot.

I dream of a world where we are all financially literate, financially free and we are all investors

Take up one idea. Make that one idea your life. Think of it, dream of it, live on that idea. Let the brain, muscles, nerves, every part of your body, be full of that idea and just leave every other idea alone. This is the way to success.”XI

I am sitting across from the Wall Street investor and CEO of CBS, Larry Tisch. He is somewhat more charming than the fleshy gargoyle face would suggest. And he was, I must say, very good humored when he asked me to reach up to the overhead compartment to get down his jacket and I tipped it upside down so all his money and pens and credit cards rained down on his bald head, and he had to grovel around under the seat and retrieve them. I was tempted to hang on to his Amex.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

Overall, more than fifty-nine thousand factories and production facilities were shut down all across America over the last decade, and employment in the core manufacturing sector fell from 17.1 million to 11.8 million from January 2001 to December 2011, a punishing toll for what historically had been the best sector for steady, good-paying middle-class jobs. By pursuing a deliberate strategy of continual layoffs and by holding down wages, both of which yielded higher profits for investors, business leaders were not only squeezing their employees, they were slowly strangling the middle-class consumer demand that the nation needed for the next economic expansion.

While we might expect to see venture capital develop further in an increasingly intangible economy, it is not clear that governments can or should do much more to promote it than they already do. As Josh Lerner showed in The Boulevard of Broken Dreams (2012), once tax breaks or subsidies for venture capital get beyond a certain level, they tend to encourage dumb investments (since the tax gain on its own is enough for the investors to profit); since the entire point of venture capital is smart investment, very large tax breaks are self-defeating. For a country to grow its venture capital sector, time and favorable framework conditions are more important than additional subsidies.

Blackstone, which is both the world’s largest private equity firm and the nation’s largest landlord, is explicit about how America’s affordable-housing crisis benefits its shareholders: “a structural shortage of housing has resulted in pricing power for rental housing assets,” it wrote in a 2023 letter touting its growing investor returns. The firm has also poured millions of dollars into fighting ballot measures designed to expand rent-control protection in California. In 2019, a United Nations committee labeled Blackstone’s involvement in the housing industry a human rights concern, writing in a letter to CEO Stephen Schwarzman that the firm was “having deleterious effects on the right to housing” through buying up houses and apartment buildings and opposing regulation.

This happens because data scientists all too often lose sight of the folks on the receiving end of the transaction. They certainly understand that a data-crunching program is bound to misinterpret people a certain percentage of “he time, putting them in the wrong groups and denying them a job or a chance at their dream house. But as a rule, the people running the WMDs don’t dwell on those errors. Their feedback is money, which is also their incentive. Their systems are engineered to gobble up more data and fine-tune their analytics so that more money will pour in. Investors, of course, feast on these returns and shower WMD companies with more money. And the victims? Well, an internal data scientist might say, no statistical system can be perfect. Those folks are collateral damage. And often, like Sarah Wysocki, they are deemed unworthy and expendable. Big Data has plenty of evangelists, but I’m not one of them. This book will focus sharply in the other direction, on the damage inflicted by WMDs and the injustice they perpetuate. We will explore harmful examples that affect people at critical life moments: going to college, borrowing money, getting sentenced to prison, or finding and holding a job. All of these life domains are increasingly controlled by secret models wielding arbitrary punishments.

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

Modern electrical power distribution technology is largely the fruit of the labors of two men—Thomas Edison and Nikola Tesla. Compared with Edison, Tesla is relatively unknown, yet he invented the alternating electric current generation and distribution system that supplanted Edison's direct current technology and that is the system currently in use today. Tesla also had a vision of delivering electricity to the world that was revolutionary and unique. If his research had come to fruition, the technological landscape would be entirely different than it is today. Power lines and the insulated towers that carry them over thousands of country and city miles would not distract our view. Tesla believed that by using the electrical potential of the Earth, it would be possible to transmit electricity through the Earth and the atmosphere without using wires. With suitable receiving devices, the electricity could be used in remote parts of the planet. Along with the transmission of electricity, Tesla proposed a system of global communication, following an inspired realization that, to electricity, the Earth was nothing more than a small, round metal ball. [...] With $150,000 in financial support from J. Pierpont Morgan and other backers, Tesla built a radio transmission tower at Wardenclyffe, Long Island, that promised—along with other less widely popular benefits—to provide communication to people in the far corners of the world who needed no more than a handheld receiver to utilize it. In 1900, Italian scientist Guglielmo Marconi successfully transmitted the letter "S" from Cornwall, England, to Newfoundland and precluded Tesla's dream of commercial success for transatlantic communication. Because Marconi's equipment was less costly than Tesla's Wardenclyffe tower facility, J. P. Morgan withdrew his support. Moreover, Morgan was not impressed with Tesla's pleas for continuing the research on the wireless transmission of electrical power. Perhaps he and other investors withdrew their support because they were already reaping financial returns from those power systems both in place and under development. After all, it would not have been possible to put a meter on Tesla's technology—so any investor could not charge for the electricity!

Our ship has come in. An old, old phrase, from old seafaring days, full of hope and wonder. An investor could spend all he had, building a ship, fitting it out, hiring a crew, or more than all he had, if he was borrowing. Then the ship would sail into a years-long void, unimaginable distances, unfathomable depths, incalculable dangers. There was no communication with it. No radio, no phone, no telegraph, no mail. No news at all. Then maybe, just maybe, one chance day the ship would come back, weather-beaten, its sails hoving into view, its hull riding low in the channel waters, loaded with spices from India, or silks from China, or tea, or coffee, or rum, or sugar. Enough profit to repay the costs and the loans in one fell swoop, with enough left over to live generously for a decade. Subsequent voyages were all profit, enough to make a man rich beyond his dreams. Our ship has come in.

What is a zone? At its most basic, it is an enclave carved out of a nation and freed from ordinary forms of regulation. The usual powers of taxation are often suspended within its borders, letting investors effectively dictate their own rules. The zones are quasi-extraterritorial, both of the host state and distinct from it.

It is common today to hear techno-futurists and billionaire trans-humanists muse about the potential of technology to help mankind—or least the extremely wealthy—slip the surly bonds of aging and even death by “uploading” memories to a digital cloud and using AI to recreate consciousness. Billionaire investor and entrepreneur Balaji Srinivasan, who sees “the vector of our civilization” in terms of a choice between “anarcho-primitivism or optimalism/transhumanism,” has talked about “life extension” technologies that could make possible what he calls “genomic reincarnation,” in which a person’s sequenced DNA could in theory be synthesized and printed out into a new body, “like a clone, but it is you in a different time.”23 And of course there are the billionaire enthusiasts like Elon Musk who see a future in which technology is fused with human biology in some kind of brain-machine interface, or Mark Zuckerberg, who dreams of replacing physical society with a virtual “Metaverse.

I had no background, or I had a very exiguous background in finance. The guy who hired me always talked about hiring good intellectual athletes, people who were sort of mentally agile in an all-around way, and that the specifics of finance you could learn, which I think is true. But at the time, I mean, no hedge fund was really flooded with applicants, and that allowed him to let his mind range a little bit and consider different kinds of candidates. Today we have a recruiting group, and what do they do? They throw résumés at you, and it’s, like, one business school guy, one finance major after another, kids who, from the time they were twelve years old, were watching Jim Cramer and dreaming of working in a hedge fund. And I think in reality that probably they’re less likely to make good investors than people with sort of more interesting backgrounds. n+1: Why? HFM: Because I think that in the end the way that you make a ton of money is calling paradigm shifts, and people who are real finance types, maybe they can work really well within the paradigm of a particular kind of market or a particular set of rules of the game—and you can make money doing that—but the people who make huge money, the George Soroses and Julian Robertsons of the world, they’re the people who can step back and see when the paradigm is going to shift, and I think that comes from having a broader experience, a little bit of a different approach to how you think about things.

While most people would say they want a great life, they rarely plan beyond the current year. As a result, they choose a financial model that fits only their short-term goals, and that financial shortsightedness can be devastating to their long-term dreams.

I believe that it’s never good to ignore your recurring dreams for long.

I am not anti-venture capital. I am anti-everyone-thinking-venture-capital-is-the-only-way-to-start-a-tech-company.” The dream of being picked from a sea of wannapreneurs, anointed as a “real” founder, and handed buckets of money is alive and well in Silicon Valley and other startup hubs around the world. Except there’s something wrong with seeking this narrative . . . It’s lazy. It implies that you need someone else’s permission to build your company. That you’re not a real entrepreneur until an investor tells you that you are. Or maybe you like having an excuse not to ship, and a never-ending quest for funding is a pretty good excuse. There’s a reason the most common piece of advice I give aspiring founders is: Build your business, not your slide deck. Instead of waiting for a basket of money to fall into your lap, go build your business. If you were an author, I would tell you to stop asking publishers for permission and go write your book. Andy Weir (author of The Martian) didn’t wait for approval; he wrote an international bestseller that’s been made into a film starring Matt Damon.

Just believe in it and do it! Do not ask people for advice. They are going to tell you no. That’s the problem. Asking for advice all day long is great but taking action is more important.

For some time now, Germany has had cruise ships visiting Cuba, such as the MS Deutschland, which can accommodate 513 passengers and has a crew of 260 members. She is known as das Traumschiff or the Dream Ship and is Germany’s television answer to the Love boat. With a displacement of 22,400 GT, the ship brought European tourists with their Euros as stimulus money to Cuba. However, on Monday, February 23, 2015, it was announced, that the operating company had declared bankruptcy. It was expected that finding new investors, and restructuring under the German debtor-in-possession management act, known as Eigenverwaltung, would allow the MS Deutschland to continue her scheduled visits. However, on July 27, 2015 with new owners it was announced that the ship would sail using two distinct names. For one part of the year the ship would be the MS World Odyssey having “Semesters at Sea” for students and for the other part of the year it would sail for the travel company Phoenix Reisen, using its regular name, the MS Deutschland.

hawk, he would have been bankrupt years ago. I like to build cars and make movies. If you ask me, we would have been better off directing our resources toward making movies than putting up a fancy new building.” “Why did you go along with the plan?” “I didn’t have any choice. I told my father I thought it was a bad idea. He had the final vote. Did you and your father agree on everything when you were growing up?” “Of course not.” “Who usually won the arguments?” “My dad.” He gives me a knowing smile. “Same here. My father wanted to build his dream studio. It was his money. Do you think my opinion on the economic viability of the project carried any weight? He spent his life being told he was a genius. That word isn’t generally used when people talk about me. Now it’s going to cost us a fortune to get out.” Families. Rosie keeps her eye on the ball. “Richard, you told us you left your father’s house around two o’clock. Who was still there?” “My dad, Angelina, and Marty Kent.” “Do you know what time Kent left?” “No.” “Do you have any idea what happened to him?” “I understand he jumped.” Rosie lays the cards on the table. “Do you think he killed your father?” He starts mixing paint again. “I think Angelina killed my father. Then again, nothing Marty did would have surprised me. He was a self-righteous ass. He thought he was the brains behind the operation, and my dad and I were just pawns. And he was really ticked off.” The venom in his tone surprises me. He tells us Kent and his father had been fighting about the China Basin project for months. “Marty thought he was getting screwed. My dad went to the other investors to try to negotiate a bonus for him.” “Did something happen on Friday night?” “Yes. My dad told him that the other investors had vetoed the bonus.” This jibes with the information from Ward. He adds, “There was something else. Marty decided to try to pull some strings at city hall. He hired a consultant to help him get the approvals for the China Basin project.” I decide to play coy. “Do you know his name?” “Armando Rios. Some money may have changed hands. Marty never told me about it. Marty never told me

This presentation was truly a testament to the epic magnitude of getting into Thomas Treadwell’s class. This exercise was pointedly not some theoretical simulation dreamed up by an academic with no real-world experience. We were presenting our ideas to real venture capitalists and angel investors.

I would add that I am not persuaded that international funds are a necessary component of an investor’s portfolio. Foreign funds may reduce a portfolio’s volatility, but their economic and currency risks may reduce returns by a still larger amount. The idea that a theoretically optimal portfolio must hold each geographical component at its market weight simply pushes me further than I would dream of being pushed. (I explore the pros and cons of global investing in Chapter 8.) My best judgment is that international holdings should comprise 20 percent of equities at a maximum, and that a zero weight is fully acceptable in most portfolios.

Startups require a a freewheeling environment, devoid of any stifling policies where angel investors and VCs can put up capital to nurture wild dreams of young inexperienced entreprenurs. Policy framework has to acknolwledge that. Indian bureaucracy is a successor to British Civil Service, who job it was to suppress Indian spirit and extract revenues.

Despite the implicit warning from one of WeWork’s investors, Adam and Miguel were still dreaming up ways to keep their company private. “We have a lot of fun, and from everything I heard about being a public company, it’s not fun at all,” Miguel said. Perhaps WeWork’s members could own stakes in the company, like a collective, they wondered. Adam continued to believe that the only requirement for WeWork to achieve its ambitions was faith from the investor community. Talking to a reporter from Fast Company, he said that WeNeighborhoods and WeCities were “a when, not an if.” He was far from the first charismatic leader to imagine himself bringing about a better world, and the Fast Company reporter pointed out that pretty much every utopian project in the history of humanity had failed. The kibbutz movement, for one, had shrunk from hundreds of outposts to a few dozen. Adam conceded the point but said that the reporter was missing the crucial difference that made him uniquely situated to lead this particular revolution: “The reason most people did not succeed in this idea before, is that nobody was ever able to write the check.

Take up one idea. Make that one idea your life. Think of it, dream of it, live on that idea. Let the brain, muscles, nerves, every part of your body, be full of that idea and just leave every other idea alone.

Alienation is inevitable when our inner sense of value becomes status-driven, hinging on externally imposed standards of competitive achievement and acquisition, and a highly conditional acceptance — I should say "acceptability" — in others' eyes. With the erosion of the middle class in recent decades, people who judged themselves in terms of wordly success have sustained a perceived loss of worth. The promise of the middle-class dream has largely evaporated, to the distress and deep anger of many. But even people perched atop the economic pyramid can experience a devaluation of self, for the simple reason that materialistic values run counter to the need for meaning, for purpose beyond self-serving endeavors. There are no moral fingers to wag here. Objectively, it is the case that centering on the self's evanescent desires to the exclusion of communal needs results in a diminished connection to our deepest selves, which is to say the parts of us that generate and sustain true well-being. Whatever "wins" our personality can rack up, whatever momentary sense of security we gain through our various identities, however much we burnish our image or self-image with material gains — these are a flimsy replacement for the rewards (and challenges) of being alive to one's humanity. An investor dabbling daily in millions told Pulitzer Prize-winning journalist Charles Duhigg, "I feel like I'm wasting my life. When I die, is anyone going to care that I earned an extra percentage point on my return? My work feels totally meaningless." That loss of meaning, Duhigg says, afflicts "even professionals given to lofty self-images, like those in medicine and law." Why would this be? the author wondered. The answer: "Oppresive hours, political infighting, increased competition sparked by globalization, an 'always-on culture' bred by the internet — but also something that's hard for these professionals to put their finger on, an underlying sense that their work isn't worth the grueling effort they're putting into it." It's simple economics, really: artificial inflation (of self-concept, of identity, of material ambition) is bound to lead to a downturn or even a crash when the bubble inevitable burts.

Your dashboard serves four key roles. 1. It forces you to think strategically about the most crucial issues presently on the table that can—quickly and inexpensively—answer the all-important question, “Why won’t this work?” 2. It forces you to think rigorously about how you can examine your leaps of faith by testing hypotheses whose results can be measured quantitatively, wherever possible. Numbers are more persuasive than naïve hopes or dreams. 3. If one or more of your leaps of faith are refuted by the evidence you collect, the results displayed on your dashboard are visible and dramatic indicators of the need to alter your Plan A and move toward Plan B. 4. A dashboard is a powerful tool for convincing others—whether members of your management team, investors or others, even yourself—of the need to move from Plan A to Plan B. If your tenacity or perseverance is questioned, you can show the evidence to support the move toward Plan B. You are not being erratic or flighty. You are systematically testing hypotheses to prove or refute your leaps of faith, and you are listening to what the data tell you.

The truth is, most entrepreneurs pivot many times before they find their footing. And often, even after they find their footing. And it can feel perilous. You have to steer toward a new opportunity, often before it comes into clear focus. And, equally challenging, you have to turn away from something—specifically, an idea that previously inspired hopes, dreams, and investment of time and money. Human beings don’t let go of old ideas easily. In pivoting, you risk blowback from your co-founders, your staff, your investors, and your users. For those reasons, it can be the single greatest test of your leadership skills.

In the early days of my first property management and real estate deals, there was a lot of trial and error and I made my share of mistakes. But for every one mistake I made, I learned ten lessons and got smarter every day. I started to see patterns, discover formulas and systems, and develop a network of people I could count on. It took time and it took work, but the more I pursued my dream, the luckier I felt and the more often magical opportunities presented themselves to me.

In better times, Salomon might have shunned me, but they were as desperate as I was, and after an intense round of interviews, they offered me a position as an associate on the East European investment-banking team in London. It wasn’t exactly what I wanted. My dream was to be an investor—the person deciding what shares to buy—not an investment banker, the guy organizing the sale of shares.

As the Prussian military strategist General Carl von Clausewitz said, “The greatest enemy of a good plan is the dream of a perfect plan.

I just call. I have a schedule I follow. The first hour I call five clients, the second hour I do lead follow-up, and the rest of the day is appointments and contract negotiations. And, that’s it. I deal with a lot of investors. Last year, I did 300 deals, but I worked with only 100 people. I do multiple deals per person—about three deals per person in a year. I turn my past clients into investors—I create a dream for them. I change their financial destiny.

Monica Zent is an experienced entrepreneur, investor, businesswoman, and trusted legal advisor to leading global bMonica Zent is an experienced entrepreneur, investor, businesswoman, and trusted legal advisor to leading global brands, over a period that spans decades. Her most recent venture is the founder and CEO of Foxwordy Inc. She is also the founder of ZentLaw, one of the nation's top alternative law firms. Zent is an investor in real estate & startups and dedicates her time and talent to various charitable causes. She is a diversity and inclusion advocate, inspiring all people to pursue their dreams. rands, over a period that spans decades. Her most recent venture is the founder and CEO of Foxwordy Inc. She is also the founder of ZentLaw, one of the nation’s top alternative law firms. Zent is an investor in real estate & startups and dedicates her time and talent to various charitable causes. She is a diversity and inclusion advocate, inspiring all people to pursue their dreams.

The son of Italy, Paul Boschetti came to San Francisco in 1967 with just $20 and a dream. He built a reputation as a savvy real estate investor, acquiring the iconic Aida Hotel. His keen business acumen extends beyond California, making him a sought-after name in Hawaii’s luxury real estate market.

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I set out to make my dream happen, and I did it through action.

The sort of candidate who might have benefited from such legislation is Boštjan Špetič, a Slovenian citizen, discussed previously. As founder of Zemanta, Špetič had opened his business in New York in 2009 with an L-1A visa, used to transfer a foreign company's top managers. Zemanta had an office in London and Špetič had moved to the USA from there. After a year, however, he was denied a visa renewal. “The US officers said that we didn’t have enough staff in the United States to justify a senior executive position,” recalls Špetič. “They stated that it was obvious from the organizational chart that we didn’t have an office manager, implying that no one was answering phone calls, and that’s why we could not claim a senior executive transfer. Somewhere in my office I still have four pages of explanations. At that point, I called everybody, the American ambassador in Slovenia, the Slovenian ambassador here, the Slovenian foreign ministry. My investor, Fred Wilson, got in touch with a New York senator, but no one could do anything.” Špetič therefore had to work from Ljubljana for the following three months, when a new attorney finally found the right bureaucratic avenue to obtain an L-1B visa, a specialized technology visa. “Personally, I want to move back home eventually,” says Špetič. “I’m not looking to permanently immigrate to the US. I prefer the European lifestyle. Nevertheless, this is absolutely the best place to build a startup, especially in the media space. It made so much sense to build and grow the company here. I never could have done it in Europe, and that is an amazing achievement for New York City.” For this reason, when other European entrepreneurs ask him for advice, Špetič always tells them to settle in New York, at least for a period of time, to gain American experience. And for them he dreams of creating a co-working space modeled after WeWork Labs: “Imagine a place exactly like this, but with decent coffee, wine tasting events in the evening and only non-US business people working in its offices,” explains Špetič. “There is a set of problems that foreigners have that Americans just can’t understand. Visa issues are the most obvious ones. Working-with-remote-teams issues, travel issues, personal issues such as which schools to send your children to… It’s a set of things that is different from what American startups talk about. You don’t need networking events for foreigners because you want people to network into the New York community, but a working environment would make sense because it would be like a safe haven, an extra comfort zone for foreigners with a different work culture.

Other people’s pockets are our money’s dream home.

The only work we had to do was come up with a business idea, support it in a detailed formal business plan, then present it to real investors. This presentation was truly a testament to the epic magnitude of getting into Thomas Treadwell’s class. This exercise was pointedly not some theoretical simulation dreamed up by an academic with no real-world experience. We were presenting our ideas to real venture capitalists and angel investors.

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I see many startup founders chasing 'AI pipe dreams'. I encourage them to focus on solving real customer problems and not trying to impress investors by showing AI on their pitch deck.

Business Plan is the fairy tale you tell investors to get money, even if you have zero clue how you’ll execute. Business Plan is less about what you know and more about what you hope will happen if the stars align and your competitors suddenly forget how to compete. Business Plan is less a plan and more a prayer; so pour yourself a strong coffee and start writing.

Market Research is googling stuff and hoping the numbers aren’t complete lies. This is where assumptions become “facts,” and blind optimism masquerades as “informed decision-making.” Market research is less about truth and more about building a convincing story you can tell investors, and yourself, until reality decides to show up.

The pivot is the official startup way of saying, “Well, that didn’t work, so now we’re going to pretend this was the plan all along.” Investors are conditioned to love pivots: because it means you’re still trying, even if you have no idea where you’re going. So go ahead, pivot like your startup’s life depends on it, because, spoiler, it probably does.

He enrolled at Columbia instead, and there he met and studied under the legendary investor Benjamin Graham. At Columbia he learned the core tenets of his investing philosophy: intrinsic value, margin of safety, and, most important, the power of compounding.

The desire for more, the fear of missing out, the tendency to compare against others, the influence of the crowd and the dream of the sure thing—these factors are near universal. Thus they have a profound collective impact on most investors and most markets. This is especially true at the market extremes. The result is mistakes—frequent, widespread, recurring, expensive mistakes.

Not even in Silicon Valley did other companies and investors move until after ChatGPT to funnel unqualified sums into scaling. That included Google and DeepMind, OpenAI’s original rival. It was specifically OpenAI, with its billionaire origins, unique ideological bent, and Altman’s singular drive, network, and fundraising talent, that created a ripe combination for its particular vision to emerge and take over.

OpenAI began to keep a road map to systemize its research. Amodei treated it like an investor: He called it having “a portfolio of bets.” He and other researchers kept tabs on different ideas within the field, born out of different philosophies about how to achieve artificial general intelligence, and advanced each one through small-scale experimentation. Those that seemed promising, OpenAI would continue. Those that didn’t pan out, it would abandon.

OpenAI was unconcerned—or in tech startup terms, “unburdened”—by this compliance. It was a classic mindset in Silicon Valley, where founders and investors espouse the mantra that startups could and should move into legal gray areas (think Airbnb, Uber, or Coinbase) to disrupt and revolutionize industries.

He’s going to walk away with it,’ he said. ‘He’s just throwing words around. The Trunk’s too big to fail. Too many investors. He’ll get more money, keep the system going just this side of disaster, then let it collapse. Buy it up then via another company, maybe, at a knock-down price.’ ‘I’d suspect him of anything,’ said Miss Dearheart. ‘But you sound very certain.’ ‘That’s what I’d do,’ said Moist, ‘er . . . if I was that kind of person. It’s the oldest trick in the book. You get the punt— you get others so deeply involved that they don’t dare fold. It’s the dream, you see? They think if they stay in it’ll all work out. They daren’t think it’s all a dream. You use big words to tell them it’s going to be jam tomorrow and they hope. But they’ll never win. Part of them knows that, but the rest of them never listens to it. The house always wins.’ ‘Why do people like Gilt get away with it?’ ‘I just told you. It’s because people hope. They’ll believe that someone will sell them a real diamond for a dollar. Sorry.