Mario shares how he uses real-time data and second-derivative thinking to make decisions, how he hires and develops A players (and the gut test that tells you who isn't one), how he runs meetings that surface the best thinking from the most junior person in the room, and why ego, complacency, and small goals quietly cap everything.
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Sam Altman, against the backdrop of Silicon Valley hype culture and startups that balloon to massive valuations based on promises that may or may not come to pass in the future, and an increasing embrace of a founder culture that thinks telling different groups different conflicting things is a feature, not a bug…Even against that backdrop, Sam Altman is an extraordinary case where everyone in Silicon Valley who expects those things can't stop talking about this question of his trustworthiness and his honesty.
Ronan Farrow — Decoder with Nilay Patel
Boult's core advice is to treat every significant new idea as if it were a venture‑backed startup inside your organisation. That means giving it a dedicated budget, a finite runway, clear deliverables, and hard stage gates where the project must "earn" the right to continue.
The Business of Tech
When people have to pitch a story, not a fifty page business case, and justify why their ideas deserve another few million dollars, they suddenly start thinking like founders instead of managers.
James Bolt — The Business of Tech