Fede Kotek

@DeRonin_ the fallacy is confusing speed with value

@sciencegirl Not driving shareholder value

In your opinion what is the biggest threat to humanity

July 26, 2025 Vibe a Startup 🇦🇷

Crack @FedeKotek

Acá, en el lugar que había que estar hoy 🫡

@vibeastartup @ArielRuizDG Ya cerramos con ESPN 8?

@ArielRuizDG estamos en tratativas

PRIZES These are just some of the prizes for the winners. Think of them as early investments in your future startup.

Tanned, rested and ready

@wesbos Ive been doing this for a while haha

Standardizing on one sock type is the ultimate life improvement

@chuchometro 10 lucas y es tuyo

Necesito probar el nuevo Havanna 😩

2023 is 100% complete! Thank you all so, so much for following, and have a nice 2024!

@atossu Que no vengan con ideas para billing

Bomba 👏

@Her_Corral Este fue el verdadero driver para armar Pomelo, no?

Tengo Android y Hotmail... estoy frito.

This is both funny as fuck and sad as fuck

"Design can change the world" designers:

@GordoDan_ Amo este país

AJAJAJJAJAJAJAJJAAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAAJAJAJAJAJAJJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJJAJAJAJAJAJJAJAJAJAAJAJAJAJAJAJAJAJJAJAJAJJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAJAAJAJAJAJAJAJJAJAJAJAJJAAJAJAJ

@RobertMSterling This is proof we need a new silicon valley-esque show. Loved it!

For anyone here who hasn’t worked in corporate strategy at a Fortune 500 company and wants to understand how utterly bone-headed decisions—such as changing your customers’ cell-phone plans unless they proactively call to opt out—get made, here’s a quick explainer 👇 This chain of events typically starts during a quarterly board of directors meeting, during which an independent director (generally a current or retired CEO of a company in a different, non-competing industry) says that the company isn’t making enough money and that it’s the fault of the CEO, who is a supremely unqualified buffoon. (Tangent: Every board director has his own pet favorite metric, be it growth (e.g., year-over-year sales), profitability (e.g., EBITDA margin), investor returns (e.g., change in share price if public, return on invested capital if private), or some byzantine metric that he used to love when he was the division president of a Ma Bell carve-out back in the 1980s (e.g., change in same-store gross profit divided by number of people on the sales team, raised to the power of pi and divided by 1998, which represents the year his current girlfriend was born). The exact metric doesn’t matter; what matters is that, by the standards thereof, the CEO sucks.) The independent director will then pull open the calculator app on his iPhone 7, punch some numbers in, and say something to the effect of, “If we can increase revenue per customer by just $5, our market cap will increase by billions. Get your strategy team to figure it out.” From here, the CEO and the CFO will then set up a meeting with the SVP of corporate strategy for 7:15 AM the next morning, to be held in the locker room of the country-club whose $20k annual membership dues the company’s shareholders generously cover. Sitting in the sauna, buck naked save for bleached white towels barely sufficient for the mission to which they’ve been called, the executives will decide that the most prudent course of action is to call McKinsey and pay them approximately $2.5M to figure this out for them. (Note: The CFO will get a quote from his buddy at Deloitte or KPMG, just to be able to tell the board that they solicited competing bids, but everyone knows that the work is just going to end up with McKinsey. Or Bain.) McKinsey will rapidly set up office in a large conference room on-site, as if it’s the makeshift command-and-control center of an air base in Kuwait on the eve of Operation Iraqi Freedom, and they’ll deploy a dozen MBAs with a weighted average age of 26.5 years across the company’s headquarters. The consultants will meticulously evaluate all levers for revenue growth, including M&A, organic growth from new customers, and organic growth from existing customers (either by reducing churn or just finding ways to get more money out of each one). M&A will quickly get crossed off the list, since McKinsey doesn’t want Goldman coming in and taking over, and new-customer growth is always just painful, so, by process of elimination, they’ll decide on getting more money from existing customers. After performing an analysis called a customer segmentation, McKinsey will realize that the company has already squeezed every last dollar possible out of the company’s highest-paying customers, whose loyalty is already pushed to the limit. They will therefore instead try to figure out how to get more money from lower-paying customers. Associate 1: How do we get more money from our cheapest customers? Associate 2: Can we go back to selling ring tones, like we did in 1998? Associate 1: I did a case study on that at HBS! Ten minutes go by. Anyway, that’s why it won’t work. What if we just… raised prices? Associate 2: These customers are highly price-sensitive. We can’t do that unless the customers think they’re getting additional value. [CONTINUED IN NEXT TWEET]

@felipekusserow El buen patacoin

Massa acaba de anunciar una CBDC del Peso?

@elbasurX @emilklein1 @EsdeProfugos Nada como comer al lado de tu compañero con olor a chivo que calienta pescado viejo y brocoli en el microondas de la ofi. Con esos lujos no se entiende quien va a querer trabajar remoto

@emilklein1 @EsdeProfugos Deja de ser "personal", en el momento que te comes el olor a muerto del compañero en el trabajo. Hay que ducharse mínimo una vez al día. Y obviamente usar perfume, y desodorante. No estamos en el siglo XVIII, por favor.

Musk vs Zuckerberg CAGE FIGHT: How I Accidentally Caused It Two days ago, I tweeted about META’s competitor to Twitter called ‘Threads’. I took a few jabs at Meta, then referenced their Chief Product Officer saying how they’ve "been hearing from creators and public figures who are interested in having a platform that is sanely run." Elon saw the tweet and promptly responded facetiously by saying, "I'm sure Earth can't wait to be exclusively under Zuck's thumb with no other options. At least it will be 'sane.' Was worried there for a moment 😅." A Twitter user responded to Elon’s comment by saying, "Better be careful, @elonmusk. I heard he [Zuckerberg] does jujitsu now," to which Elon replied, "I'm up for a cage match if he is lol." As if this callout by Elon wasn't enough, Zuckerberg responded to Elon's challenge via his Instagram story by saying “send me location," referencing the famous quote from MMA fighter Khabib when he called out Conor McGregor. We now have additional information about the potential bout: - Location: Vegas - It will be fought in an Octagon (UFC style) - Potential referee: Joe Rogan - Andrew Tate has offered to train Elon in preparation for the fight. - UFC President Dana White claims he spoke to both Elon and Zuckerberg, and both are “dead serious” While Zuckerberg has experience in Jiu Jitsu & MMA, Elon undeniably has the physical advantage over Zuck. What do you think: Elon Musk vs Mark Zuckerberg, WHO WINS?