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My proceeds from the PayPal acquisition were $180 million. I put $100 million in SpaceX, $70m in Tesla, and $10m in Solar City. I had to borrow money for rent.

He went to the Palo Alto public library to read about rocket engineering and started calling experts, asking to borrow their old engine manuals. At a gathering of PayPal alumni in Las Vegas, he sat in a cabana by the pool reading a tattered manual for a Russian rocket engine. When one of the alums, Mark Woolway, asked him what he planned to do next, Musk answered, “I’m going to colonize Mars. My mission in life is to make mankind a multiplanetary civilization.” Woolway’s reaction was unsurprising. “Dude, you’re bananas.

Around 2010, Peter Thiel, the PayPal cofounder and early Facebook investor, began promoting the idea that the technology industry had let people down. “We wanted flying cars, instead we got 140 characters” became the tagline of his venture capital firm Founders Fund. In an essay called “What Happened to the Future,” Thiel and his cohorts described how Twitter, its 140-character messages, and similar inventions have let the public down. He argued that science fiction, which once celebrated the future, has turned dystopian because people no longer have an optimistic view of technology’s ability to change the world. I

Of the six people who started PayPal, four had built bombs in high school.

Many of us at PayPal logged 100-hour workweeks. No doubt that was counterproductive,

But between the founding and the actual PayPal, it was just this tug-of-war where it was like, 'We're trying this, this week." Every week you go to investors and say, "We're doing this, exactly this. We're really focused. We're going to be huge." The next week you're like, "That was a lie.

Musk says. “After I got assassinated by the PayPal coup leaders, like Caesar being stabbed in the Senate, I could have said ‘You guys, you suck.’ But I didn’t. If I’d done that, Founders Fund wouldn’t have come through in 2008 and SpaceX would be dead. I’m not into astrology or shit like that. But karma may be real.

Companies holding broad patents and trial lawyers specializing in class actions must have seen easy money when they looked at Paypal, and without laws to discourage frivolous lawsuits there was nothing to deter them.

One problem with the discipline of marketing is that everyone knows enough about it to make suggestions, but most don’t know enough to offer good advice.

The founders of start-ups as varied as YouTube, Palantir Technologies, and Yelp all worked at PayPal. Another set of people—including Reid Hoffman, Thiel, and Botha—emerged as some of the technology industry’s top investors. PayPal staff pioneered techniques in fighting online fraud that have formed the basis of software used by the CIA and FBI to track terrorists and of software used by the world’s largest banks to combat crime. This collection of super-bright employees has become known as the PayPal Mafia—more or less the current ruling class of Silicon Valley—and Musk is its most famous and successful member.

McAdoo and Graham were discussing that most essential characteristic of great entrepreneurs: mental toughness, the ability to overcome the hurdles and negativity that typically accompany something new. McAdoo and his partners had identified this kind of true grit as the most important attribute in the founders of their successful portfolio companies, like Google and PayPal.

The goal - at least the way I think about entrepreneurship - is you realize one day that you can't really work anyone else. You have to start your own thing. It almost doesn't matter what the thing is. We had six different business plan changes, and then the last one was PayPal. If that one didn't work out, if we still had the money and the people, obviously we would not have given up. We would have iterated on the business model and done something else. I don't think there was ever clarity as to who we were until we knew it was working. By then, we'd figured out our PR pitch and told everyone what we do and who we are. But between the founding and the actual PayPal, it was just like this tug-of-war where it was like, "We're trying this, this week." Every week you go to investors and say, "We're doing this, exactly this. We're really focused. We're going to be huge." The next week you're like, "That was a lie.

Pay-Pal.” People wrote down “payments.” He said “Google.” People wrote down “search.” He said “eBay” and they wrote “auctions.” After a few more companies, he said “Yahoo.” He collected the thirty pieces of paper on Yahoo. Everybody had a different word. What was Yahoo trying to be? No one inside the company knew anymore.

Thus continued the tradition he had established at PayPal: setting unrealistic timelines that transformed his wild notions from being completely insane to being merely very late.

From the start, I wanted PayPal to be tightly knit instead of transactional.

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

I wish I would have known that there was no need to wait. I went to college. I went to law school. I worked in law and banking, though not for terribly long. But not until I started PayPal did I fully realize that you don’t have to wait to start something. So if you’re planning to do something with your life, if you have a 10-year plan of how to get there, you should ask: Why can’t you do this in 6 months? Sometimes, you have to actually go through the complex, 10-year trajectory. But it’s at least worth asking whether that’s the story you’re telling yourself, or whether that’s the reality.

I realized that it was good I got couped. Otherwise I’d still be slaving away at PayPal.” Then he paused for a few moments and let out a little laugh. “Of course, if I had stayed, PayPal would be a trillion-dollar company.

<...> I think we didn't know what we were doing. I think the hallmark of a really good entrepreneur is that you're not really going to build one specific company. The goal—at least the way I think about entrepreneur- ship—is you realize one day that you can't really work for anyone else. You have to start your own thing. It almost doesn't matter what that thing is. We had six different business plan changes, and then the last one was PayPal.

PayPal had been a libertarian company—in Thiel’s most extreme imaginings, it had been a way to unilaterally strip governments of the power to control their own money supplies. But Thiel was, after 9/11 anyway, no longer much of a libertarian, if he’d ever been one in the first place. He was growing skeptical of democracy, of immigration, and of all other forms of globalization—and he was, just then, working on a new company to suit his new politics.

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PayPal cofounder and Facebook board member Peter Thiel—really the only significant Silicon Valley voice to support Trump—was warned by another billionaire and longtime Trump friend that Trump would, in an explosion of flattery, offer Thiel his undying friendship. Everybody says you’re great, you and I are going to have an amazing working relationship, anything you want, call me and we’ll get it done! Thiel was advised not to take Trump’s offer too seriously. But Thiel, who gave a speech supporting Trump at the Republican Convention in Cleveland, reported back that, even having been forewarned, he absolutely was certain of Trump’s sincerity when he said they’d be friends for life—only never to basically hear from him again or have his calls returned.

I wish I would have known that there was no need to wait. I went to college. I went to law school. I worked in law and banking, though not for terribly long. But not until I started PayPal did I fully realize that you don’t have to wait to start something. So if you’re planning to do something with your life, if you have a 10-year plan of how to get there, you should ask: Why can’t you do this in 6 months? Sometimes, you have to actually go through the complex, 10-year trajectory. But it’s at least worth asking whether that’s the story you’re telling yourself, or whether that’s the reality.

Me: I’m glad we never had to resort to robbing banks for money. You’d be a terrible accomplice. Georgia: Yes, remember that. Me = terrible accomplice. Me: Tell me something I don’t already know. If you were a hooker, you’d probably track your payments on an Excel spreadsheet and claim them on your taxes. (Add terrible hooker to the list.) Georgia: Whatever. I’d be the most organized hooker. I’d get one of those credit card swipe-y things. Me: When is the right time to complete the transaction in that scenario? Georgia: I think they’d swipe before, and sign their PayPal receipt after. Me: Prostitute Georgia is classy AF. Georgia: I know, right?

PayPal to a confident CEO who commands the respect of thousands. “I think there are ways he has dramatically improved over time,” said Thiel. Most impressive to Thiel has been Musk’s ability to find bright, ambitious people and lure them to his companies. “He has the most talented people in the aerospace industry working for him, and the same case can be made for Tesla, where, if you’re a talented mechanical engineer who likes building cars, then you’re going to Tesla because it’s probably the only company in the U.S. where you can do interesting new things. Both companies were designed with this vision of motivating a critical mass of talented people to work on inspiring things.

I wish I had asked myself when I was younger. My path was so tracked that in my 8th-grade yearbook, one of my friends predicted— accurately— that four years later I would enter Stanford as a sophomore. And after a conventionally successful undergraduate career, I enrolled at Stanford Law School, where I competed even harder for the standard badges of success. The highest prize in a law student’s world is unambiguous: out of tens of thousands of graduates each year, only a few dozen get a Supreme Court clerkship. After clerking on a federal appeals court for a year, I was invited to interview for clerkships with Justices Kennedy and Scalia. My meetings with the Justices went well. I was so close to winning this last competition. If only I got the clerkship, I thought, I would be set for life. But I didn’t. At the time, I was devastated. In 2004, after I had built and sold PayPal, I ran into an old friend from law school who had helped me prepare my failed clerkship applications. We hadn’t spoken in nearly a decade. His first question wasn’t “How are you doing?” or “Can you believe it’s been so long?” Instead, he grinned and asked: “So, Peter, aren’t you glad you didn’t get that clerkship?” With the benefit of hindsight, we both knew that winning that ultimate competition would have changed my life for the worse. Had I actually clerked on the Supreme Court, I probably would have spent my entire career taking depositions or drafting other people’s business deals instead of creating anything new. It’s hard to say how much would be different, but the opportunity costs were enormous. All Rhodes Scholars had a great future in their past. the best paths are new and untried. will this business still be around a decade from now? business is like chess. Grandmaster José Raúl Capablanca put it well: to succeed, “you must study the endgame before everything else. The few who knew what might be learned, Foolish enough to put their whole heart on show, And reveal their feelings to the crowd below, Mankind has always crucified and burned. Above all, don’t overestimate your own power as an individual. Founders are important not because they are the only ones whose work has value, but rather because a great founder can bring out the best work from everybody at his company. That we need individual founders in all their peculiarity does not mean that we are called to worship Ayn Randian “prime movers” who claim to be independent of everybody around them. In this respect, Rand was a merely half-great writer: her villains were real, but her heroes were fake. There is no Galt’s Gulch. There is no secession from society. To believe yourself invested with divine self-sufficiency is not the mark of a strong individual, but of a person who has mistaken the crowd’s worship—or jeering—for the truth. The single greatest danger for a founder is to become so certain of his own myth that he loses his mind. But an equally insidious danger for every business is to lose all sense of myth and mistake disenchantment for wisdom.

When assigning responsibilities to employees in a startup, you could start by treating it as a simple optimization problem to efficiently match talents with tasks. But even if you could somehow get this perfectly right, any given solution would quickly break down. Partly that’s because startups have to move fast, so individual roles can’t remain static for long. But it’s also because job assignments aren’t just about the relationships between workers and tasks; they’re also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

If we want to understand why these technology companies behave this way we should listen to the words of those who built them. Peter Thiel, the venture capitalist behind Facebook, Palantir, and Paypal, spoke at length about how he no longer believes “freedom and democracy are compatible.” And in elaborating his views on technology companies, he expanded on how CEOs are the new monarchs in a techno-feudal system of governance. We just don't call them monarchies in public, he said, because “anything that's not democracy makes people uncomfortable.

One thing that Mueller insisted on was that Musk put two years’ worth of compensation into escrow. He was not an internet millionaire, and he did not want to take the chance of being unpaid if the venture failed. Musk agreed. It did, however, cause him to consider Mueller an employee rather than a cofounder of SpaceX. It was a fight he had regarding PayPal and would have again involving Tesla. If you’re unwilling to invest in a company, he felt, you shouldn’t qualify as a founder. “You cannot ask for two years of salary in escrow and consider yourself a cofounder,” he says. “There’s got to be some combination of inspiration, perspiration, and risk to be a cofounder.

Pen, you really shouldn’t use the same password for all your accounts. I’ve headed off three hackers in the last week who would’ve gotten into your PayPal, bank, and electric company accounts.” “What?” Penelope was obviously confused at the change in subject, but Cade merely relaxed back in his seat and kept his eyes on Beth as she fidgeted uncomfortably. “Using PenisGod isn’t a good username for things like Amazon and eBay. And you really need to delete your craigslist account because calling yourself a penis god is only attracting weirdos. You probably don’t even remember you had that old ad up when you were trying to sell your bicycle. Well, it’s one of the most clicked-on ads on the site for San Antonio. I’m not exaggerating either. You had four hundred and sixty-nine messages—and I’m not even going to comment on the sixty-nine thing. But three hundred and fourteen of those contained pictures of men’s dicks. Fifty-seven contained marriage proposals, most from overseas; twenty-seven were from women who were interested in a threesome with you, fifty-five were spam, people trying to get you to click on links or buy some crap product, and the remaining sixteen emails were religious in nature, telling you to repent for your soul.” “I should probably be pissed you got into my account, but I trust you, so I’m not. But it’s not penis god!” Penelope exclaimed huffily. “It’s Pen IS God.” Cade burst out laughing. “Seriously, sis? Penis god? Just wait until the guys hear this!

What Ethereum Is Good For Ethereum is suited to building economic systems in pure software. In other words, it’s software for business logic, wherein people (users) can move money (data representing value) around with the speed and scale that we normally get with data.12 Not the three- to seven-day floating period you get with the commercial banking system. Or the fees associated with vendors such as Visa, MasterCard, and PayPal. With a simple Ethereum application, for example, it is fairly trivial to pay hundreds of thousands of people, in hundreds of countries, small amounts every few minutes, whereas in the legacy banking system you would need an entire payroll department working overtime to constantly rebalance your account ledgers and deal with the cross-border issues.

Thiel, the PayPal cofounder who had invested in SpaceX, holds a conference each year with the leaders of companies financed by his Founders Fund. At the 2012 gathering, Musk met Demis Hassabis, a neuroscientist, video-game designer, and artificial intelligence researcher with a courteous manner that conceals a competitive mind. A chess prodigy at age four, he became the five-time champion of an international Mind Sports Olympiad that includes competition in chess, poker, Mastermind, and backgammon. In his modern London office is an original edition of Alan Turing’s seminal 1950 paper, “Computing Machinery and Intelligence,” which proposed an “imitation game” that would pit a human against a ChatGPT–like machine. If the responses of the two were indistinguishable, he wrote, then it would be reasonable to say that machines could “think.” Influenced by Turing’s argument, Hassabis cofounded a company called DeepMind that sought to design computer-based neural networks that could achieve artificial general intelligence. In other words, it sought to make machines that could learn how to think like humans.

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