Revenue Code Quotes

If Americans actually understood the structure of our taxes, they would not only become angry, they might also find our economic and political systems intolerable because they are the cause of our unjust tax codes ... We could revolutionize the financial conditions of every American city and town—solve all or most of its tax revenue problems—if the property tax system were simply extended from tangible property to also include intangible property. If you want some quick solutions to our nation's fiscal problems, that would be one. Even on the simple basis of fairness, how can we justify having a property tax system that exempts the intangible property owned mostly by the richest amongst us? What a prime example of the Occupy movement's central point about the economic injustice perpetrated by the 1 percent against the 99 percent.

In the 1954 Internal Revenue Code, a Republican Congress changed forty-year, straight-line depreciation for buildings to permit 'accelerated depreciation' of greenfield income-producing property in seven years. By enabling owners to depreciate or write off the value of a building in such a short time, the law created a gigantic hidden subsidy for the developers of cheap new commercial buildings located on strips. Accelerated depreciation not only encouraged poor construction, it also discouraged maintenance...After time, the result was abandonment.

For example, “1031” is jargon for Section 1031 of the Internal Revenue Code, which allows a seller to delay paying taxes on a piece of real estate that is sold for a capital gain through an exchange for a more expensive piece of real estate. Real estate is one investment vehicle that allows such a great tax advantage.

The National Institute of Standards and Technology found that each year bad programming costs the U.S. economy more than $60 billion in revenue. In other words, what we Americans lose each year to faulty code is greater than the gross national product of most countries.

Long ago, when I was very young, I learned that all political points of view were valid for the people who held them, except for the fanatics on the fringes who are usually incapable of rational thought. Think about the blind men and the elephant. Honorable people can hold very different opinions because they have very different life experiences. Liberals, conservatives, middle-of-the-roaders, big-government types, libertarians, old, young, middle-aged, highly educated or average or uneducated, skilled or unskilled, stupid, average smarts, or genius, they all see a little bit of how the world works and process it into a worldview, and they are all correct. The genius of representative democracy is that it takes all these viewpoints and grinds them up and arrives at some kind of resolution, most of the time. Look at the federal tax code: government policy has tried to accommodate all major and many minor concerns and still raise revenue. Any dictator with half a brain could put a tax code together that is simpler and more efficient and raises more revenue. But the United States still has one of the highest, if not the highest, rate of voluntary tax compliance of any country in the world. So something must be working right.

To get just an inkling of the fire we’re playing with, consider how content-selection algorithms function on social media. They aren’t particularly intelligent, but they are in a position to affect the entire world because they directly influence billions of people. Typically, such algorithms are designed to maximize click-through, that is, the probability that the user clicks on presented items. The solution is simply to present items that the user likes to click on, right? Wrong. The solution is to change the user’s preferences so that they become more predictable. A more predictable user can be fed items that they are likely to click on, thereby generating more revenue. People with more extreme political views tend to be more predictable in which items they will click on. (Possibly there is a category of articles that die-hard centrists are likely to click on, but it’s not easy to imagine what this category consists of.) Like any rational entity, the algorithm learns how to modify the state of its environment—in this case, the user’s mind—in order to maximize its own reward.8 The consequences include the resurgence of fascism, the dissolution of the social contract that underpins democracies around the world, and potentially the end of the European Union and NATO. Not bad for a few lines of code, even if it had a helping hand from some humans. Now imagine what a really intelligent algorithm would be able to do.

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One such way is Section 1031 of the Internal Revenue Code, which allows a seller to delay paying taxes on a piece of real estate that is sold for a capital gain through an exchange for a more expensive piece of real estate. As long as you keep trading up in value, you won’t be taxed on the gains until you liquidate. Those who don’t take advantage of these savings are missing a chance to build their asset column.

Despite their shared centrism, there was an ideological difference that separated them. They championed different constituencies. Where Sinema built an alliance with Wall Street, Manchin enjoyed occasionally sticking it to the bankers, like a good old-fashioned populist from the hollers. And where Manchin felt a home-state duty to the fossil fuels industry, and personally benefited from its success, Sinema wanted to break its stranglehold over climate policy. In the course of negotiations with Schumer, Manchin had insisted on a provision ending the carried-interest loophole—a gaping unfairness in the tax code that allows hedge fund and private equity managers to count their revenue as capital gains and avoid the income tax. But Sinema had a history of defending that loophole. Manchin had every reason to believe that Sinema would despise his proposal—and that she would likely consider it a red line—but he insisted on pushing forward with it, regardless. Schumer didn’t fight Manchin. He wasn’t going to worry about his Sinema problem when it was theoretical. But now her objection was more than a theoretical source of worry. Sinema constituted the primary obstacle to the realization of Schumer’s greatest achievement, and he was stuck.

How Do You Choose Which Projects to Support? How Do You Prioritize? That’s a problem we look forward to having. We look for who’s most ready to build an MVP. Sometimes it’s very clear what a team aims to build and the issue is having time or support to do it. Those teams are perfect for us to help. On the other hand, we can usually see when someone has an idea that hasn’t really been thought through. Sometimes we recommended that they sign up for LeanStartIN, a two-day internal event where they get help designing their business model and running lean experiments that don’t involve coding. At the end of that experience, they’re usually in a much better place to know what they want to build and test. More than 100 teams have gone through it, and they’ve been successful to the tune of generating $20 million in new revenue in eight months.

Our goal with a product-based funding model is to value the achievement of organizational and customer outcomes, such as revenue, customer lifetime value, or customer adoption rate, ideally with the minimum of output (e.g., amount of effort or time, lines of code). Contrast this to how projects are typically measured, such as whether it was completed within the promised budget, time, and scope.

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

What drove the Ferguson police department was revenue raising, a mission that was accomplished through aggressive use of traffic citations and other municipal code violations. Enforcement was often concentrated on minorities and vulnerable segments of the population. According to the report, city officials made maximizing revenue the priority for Ferguson’s law enforcement activity, completely distorting the character of the police department:

Airbnb reached “Ramen profitability” in 2010. Gebbia explained: “It’s the moment when you’re making enough in revenue to pay your rent and eat Top Ramen. If you can get to that moment, you have an unlimited runway.

Growth Hacker Is the New VP [of] Marketing.” What? I was a VP of marketing. I quite liked my job. I was good at it, too. Self-taught, self-made, I was, at twenty-five, helping to lead the efforts of a publicly traded company with 250 stores in twenty countries and more than $600 million in revenue. But the writer, Andrew Chen, an influential technologist and entrepreneur, didn’t care about any of that. According to him, my colleagues and I would soon be out of a job—someone was waiting in the wings to replace us. The new job title of “Growth Hacker” is integrating itself into Silicon Valley’s culture, emphasizing that coding and technical chops are now an essential part

The City’s emphasis on revenue generation has a profound effect on FPD’s approach to law enforcement. Patrol assignments and schedules are geared toward aggressive enforcement of Ferguson’s municipal code, with insufficient thought given to whether enforcement strategies promote public safety or unnecessarily undermine community trust and cooperation.

The Internal Revenue Code cannot simply be “fixed,” which is amply demonstrated by more than 35 years of attempted tax code reform, each round resulting in yet more complexity and unrelenting, page-after-page, mind-numbing verbiage (now exceeding 54,000 pages containing more than 2.8 million words).

As has been the case far too often in the Obama administration, which may go down as the least transparent administration in history, the IRS refused to respond to our FOIA requests. Judicial Watch was forced to sue the IRS in federal court in October 2013, shortly after Lois Lerner had “retired” to avoid the consequences of her actions. Judicial Watch’s efforts through these FOIA requests and subsequent litigation led to the discovery that in addition to targeting conservatives at the IRS, Lois Lerner sent confidential taxpayer information to attorneys at the Federal Election Commission, which enforces federal campaign finance rules, in violation of federal law. Email communications revealed that Lerner, who formerly worked at the Federal Election Commission (FEC), sent extensive materials on conservative organizations—the American Issues Project and Citizens for the Republic—to the FEC, including detailed confidential information, after inquiries from the FEC attorneys. She disclosed this information in spite of Section 6103 of the Internal Revenue Code, which bars the IRS from sending such information to anyone, including other federal agencies. It also turned out that the FEC attorneys were acting without authority to make such an inquiry, because the commissioners who run the agency had never approved an investigation. The emails discovered by Judicial Watch provided a disturbing window into the activities of two out-of-control federal agencies, whose employees, because of their political bias, were trying to target conservative organizations.

Your software developers can get bogged down in answering tickets by changing code. This will prevent you from assigning them to projects that will have a bigger impact. In 2021, QuickBooks made an update to how we sync with QuickBooks Desktop. The change allowed us to sync faster and more reliably, and would reduce our support tickets. Since our goal was reducing tickets by 10% and reducing churn, I assigned the project to my team. How does this project relate to the company’s overall goals? Will making this change adversely affect other people? What is the cost and benefit analysis? Some product management tools can link your CRM and feature requests together. They can show the total cost to build the feature and the amount of revenue you will gain, a cost and benefits analysis.

The “curvilinear informality” of the Schnelles’ design was formalized into workstations with shelves, cabinets, and dividing panels—what would eventually devolve into the cubicle.12 (The development, like so many in American history, was facilitated by the tax code: The Revenue Act, passed in 1962, allowed for a seven percent tax credit on property with a “useful life” of eight years. You couldn’t deduct the cost of a fixed wall. But a partition? Go for it.)

Section 1031 of the Internal Revenue Code, which allows a seller to delay paying taxes on a piece of real estate that is sold for a capital gain through an exchange for a more expensive piece of real estate.

No, no, no,” replied Brynjolfsson. “From about the 1930s through about the 1960s, the [top] tax rate averaged about seventy percent. At times it was up at ninety-five percent. And those were actually pretty good years for growth.” Indeed they were. Between 1948 and 1973, real GDP grew 170 percent in the United States and per capita income nearly doubled. During that same period, the revenue collected through that progressive tax code made it possible to build an interstate highway system and fund the space program, while dramatically expanding the social safety net, with new programs like Medicare, Medicaid, Head Start, and food stamps. Even with historically high tax rates on the wealthiest Americans, the period of economic expansion came to be viewed as a golden age of capitalism. And with government largely delivering for people in a way they had not seen before, these years were also not coincidentally an age that saw Americans two to three times more likely to express trust in their government than they have in more recent years.

However, advent of the network and the internet changed everything. Today IT is hardly about computing or writing code. Information technology today is about growing the business, marketing, relationship management, communications, recruiting, intellectual capital, and most importantly -- business differentiation. This new environment has made IT a revenue engine and a mission critical function.

Coding Sonnet One of the most powerful tools of science is coding, A string of illegible characters can make or break a society. 145,000 lines of code landed Armstrong 'n Aldrin on the moon, And 2 billion of them are working to satisfy everyday curiosity. But this awesome force is still used mostly to generate revenue, Welfare of humanity isn't a priority here, but a mere suggestion. That's why the coding marvel that set out to connect the world, Has become a playground for conspiracy, bigotry and division. Learn from the horrific blunders of society's founding coders, Make humanity the primary command of every code you write. A code that doesn't lift the society is nothing but a hideous bug, Zeros and Ones know no good or bad, unless by you it is defined. Uncle Ben once said, with great power comes great responsibility. I say to you today, a humane code facilitates a humane society.

1031: Jargon for Section 1031 of the Internal Revenue Code, which allows a seller to delay paying taxes on a piece of real estate that is sold for a capital gain through an exchange for a more expensive piece of real estate.

Chris Argyris, professor emeritus at Harvard Business School, wrote a lovely article in 1977,191 in which he looked at the performance of Harvard Business School graduates ten years after graduation. By and large, they got stuck in middle management, when they had all hoped to become CEOs and captains of industry. What happened? Argyris found that when they inevitably hit a roadblock, their ability to learn collapsed: What’s more, those members of the organization that many assume to be the best at learning are, in fact, not very good at it. I am talking about the well-educated, high-powered, high-commitment professionals who occupy key leadership positions in the modern corporation.… Put simply, because many professionals are almost always successful at what they do, they rarely experience failure. And because they have rarely failed, they have never learned how to learn from failure.… [T]hey become defensive, screen out criticism, and put the “blame” on anyone and everyone but themselves. In short, their ability to learn shuts down precisely at the moment they need it the most.192 [italics mine] A year or two after Wave, Jeff Huber was running our Ads engineering team. He had a policy that any notable bug or mistake would be discussed at his team meeting in a “What did we learn?” session. He wanted to make sure that bad news was shared as openly as good news, so that he and his leaders were never blind to what was really happening and to reinforce the importance of learning from mistakes. In one session, a mortified engineer confessed, “Jeff, I screwed up a line of code and it cost us a million dollars in revenue.” After leading the team through the postmortem and fixes, Jeff concluded, “Did we get more than a million dollars in learning out of this?” “Yes.” “Then get back to work.”193 And it works in other settings too. A Bay Area public school, the Bullis Charter School in Los Altos, takes this approach to middle school math. If a child misses a question on a math test, they can try the question again for half credit. As their principal, Wanny Hersey, told me, “These are smart kids, but in life they are going to hit walls once in a while. It’s vital they master geometry, algebra one, and algebra two, but it’s just as important that they respond to failure by trying again instead of giving up.” In the 2012–2013 academic year, Bullis was the third-highest-ranked middle school in California.194

What had been the Internal Revenue Code of 1954 became the Internal Revenue Code of 1986, which it still is today.

Section 1031 of the Internal Revenue Code which allows a seller to delay paying taxes on a piece of real estate that is sold for a capital gain through an exchange for a more expensive piece of real estate. Real estate is one investment vehicle that has a great tax advantage. As long as you keep trading up in value, you will not be taxed on the gains until you liquidate.

1031: Jargon for Section 1031 of the Internal Revenue Code, which allows a seller to delay paying taxes on a piece of real estate that is sold for a capital gain through an exchange for a more expensive piece of real estate. CORPORATION: Merely a legal document that creates a legal body without a soul. It’s not a big building or a factory or a group of people. Using it, the wealth of the rich is protected. FINANCIAL IQ: Financial intelligence that comes as a result of financial education. People with high financial IQ learn to use other people’s money to become rich. FINANCIAL LITERACY: The ability to read and understand financial statements, which allows you to identify the strengths and weaknesses of any business.

1031” is jargon for Section 1031 of the Internal Revenue Code which allows a seller to delay paying taxes on a piece of real estate that is sold for a capital gain through an exchange for a more expensive piece of real estate. Real estate is one investment vehicle that has a great tax advantage. As long as you keep trading up in value, you will not be taxed on the gains until you liquidate. People who don’t take advantage of these legal tax savings are missing a great opportunity to build their asset columns.

Nothing happens until someone sells something.

Je traverse la ville dont je n’attends plus rien Au milieu d’êtres humains toujours renouvelés Je le connais par coeur, ce métro parisien ; Il s’écoule des jours sans que je puisse parler. Oh ! ces après-midi, revenant du chômage Repensant au loyer, méditation morose, On a beau ne pas vivre, on prend quand même de l’âge Et rien ne change à rien, ni l’été, ni les choses. Au bout de quelques mois on passe en fin de droits Et l’automne revient, lent comme une gangrène ; L’argent devient la seule idée, la seule loi, On est vraiment tout seul. Et on traîne, et on traîne... Les autres continuent leur danse existentielle, Vous êtes protégé par un mur transparent ; L’hiver est revenu. Leur vie semble réelle. Peut-être, quelque part, l’avenir vous attend. Les moments immobiles que l’ont vit presque en fraude Et les petites morts, petits autodafés ; C’était sur les deux heures et la ville était chaude, Les bustiers fourmillaient aux terrasses des cafés Et tout s’organisait pour la reproduction : Comportements humains, jeux de dents, rires forcés L’impossibilité permanente de l’action Morceaux de vie qu’on rêve, bientôt désamorcés. Les humains s’agitaient dans les murs de la ville : Flots sur le boulevard, téléphones portatifs ; Inquiétude sur la ligne, jeux de regards hostiles : Tout fonctionne, tout tourne, et j’ai les nerfs à vif. Il marche dans la nuit, son regard plein de mort, Et le froid se fait vif entre les carrefours Cela fait plus d’un an qu’il n’a pas fait l’amour ; Les êtres humains se croisent, on sent glisser leurs corps. Il marche dans la ville avec un mot secret, C’est vraiment très curieux de voir les autres vivre, De regarder la vie comme on lit dans un livre Et d’avoir oublié jusqu’au goût du regret. Il compose le code, retrouve son studio Et une main glacée se pose sur son coeur Certainement quelqu’un a commis une erreur, Il n’a plus très envie d’écouter la radio. Il est seul, maintenant, et la nuit est immense Il frôle les objets d’une main hésitante Les objets sont bien là, mais sa raison s’absente Il traverse la nuit à la recherche d’un sens.

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