While Others Compete, Own Your Corner
Competition can become a race to the bottom. The key is to find organizations whose products or services are hard to copy, difficult to replace, and more valuable the longer customers use them.
Quit Until It Fits
Never quit is bad advice. The skill is knowing what to quit and when, and giving yourself enough at-bats to find what fits.
You Can't Buy Skill
Every serious shooter tries to buy skill with gear. It never works. The answer is where you started: simple equipment and a willingness to practice forever.
The P385 Inherits SIG's Trust Debt
A new pistol doesn't reset a reputation. SIG's P385 may prove a very good pistol, but it enters a market that remembers the P320. What SIG needs now is customers who believe it will tell them early, protect them first, and fix it completely.
The Future Is More Immersive Than Anyone Thinks
AI won't just make films. It will make characters that never sleep, and endless franchises built around them. The Vision Pro was early, not wrong.
Random Reflections on What's on Your Plate and Why Founders Are Born
Notes on Cal Newport, pseudo-productivity, and Lucas Botkin walking away from T.REX ARMS.
Notes on Killing a Product That Isn't Losing Money
The products most worth closing often aren't losing money. They're taxing your people, focus, and core. A five-part framework for deciding what to stop.
Beautifully Intoxicating
For anyone who doesn't like cities, New York is the exception, a place that makes the world feel bigger than most people allow themselves to imagine.
Problem Solvers, Not Problem Pointers
Are you an asset to the organization when problems arise?
Power and Influence Are Part of the Job
Good work is mandatory but not enough. Reading notes on Pfeffer's Power, and why competence has to travel with influence.
Self-Belief Is a Leadership Requirement
Leadership isn't a popularity contest. Listen, stress-test the facts, then be willing to make the call the room doesn't like.
All About Crises
The first damage report after a hurricane is almost always wrong. Lessons from Admiral McRaven's Conquering Crisis, starting with that one.