Ted Merz

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Ted Merz

Ted Merz

@TedMerz

Ghostwriting for CEOs at Principals Media. Former Global Head of News Product at Bloomberg.

New York City Katılım Ekim 2008
6.1K Takip Edilen3.7K Takipçiler
Ted Merz
Ted Merz@TedMerz·
Some theaters with excellent front row seats in NYC are free.
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Ted Merz
Ted Merz@TedMerz·
The Bloomberg terminal’s most visible application is TOP . I just learned the backstory of the function used by almost all traders and portfolio managers on Wall Street. For those unfamiliar with Bloomberg, TOP displays the biggest news stories in order of importance. It’s maintained 24/7 by a cadre of dedicated editors. And it all started because of a visit to one customer, New York based hedge fund Moore Capital. The traders complained to then Editor-in-Chief Matt Winkler that news on Bloomberg was a relentless blizzard of headlines, a river of information. What they needed was a place to find the most important stories of the day. At the time, Bloomberg displayed news by topics or company news. Every new story pushed the stack down, making it hard to find the big items. While still at the client, Matt called Brian Rooney, then Princeton Bureau Chief. Overnight, Brian jerry-rigged a manual solution by creating a single new topic code and re-publishing 20 stories in reverse order of importance, effectively creating a screen of the biggest articles in descending order. It was as immediate and effective a workaround as it was impossible to maintain. Anytime any story on the page was updated – even to change a comma – it would require republishing all 20 stories to keep the order. Brian said he spent a couple of days republishing batches for every tiny change. Desperate, he reached out to Dave Heuwetter, an engineer who has since passed. Dave built a proper system which allowed editors to apply a code so the stories could be slotted into a section on a page that could be refreshed. Editors became proficient at typing numeric commands such as 21 go, 6 go, 5 go, 3 go to arrange a story in any slot. The architecture Bloomberg runs thirty years later is essentially the one Dave set up. Brian went on to oversee the team and managed the page until 2006. The page was among the most used functions on the terminal. The page has undergone some cosmetic changes over time but it remains remarkably true to its original format. It’s still information dense, designed to cram in as many headlines as possible. By highlighting the best work being done by reporters, TOP helped burnish Bloomberg’s reputation for serious journalism and established its credibilty as more than a data company that happened to publish articles. Bloomberg News has since won Pulitzer, Emmy, and Loeb awards. Three decades later stories continue to be updated 24/7 by a global desk in New York, London, Hong Kong and Singapore. Articles are rotated in and out of the page based on the news judgement of editors who anticipate what portfolio managers and traders need to know. The humans haven’t been replaced by an algorithmic-driven solution because there isn’t one that can effectively select the “big” stories with the speed that traders require. Maybe, that will change someday. But not today.  (Part of a series on what I learned from 30 years at Bloomberg)
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Adam Shuaib
Adam Shuaib@adamshuaib·
One of the worst predictors of founder success we've tracked is how well someone pitches. The correlation between pitch quality and outcome was actually negative. Zuckerberg was so awkward in early investor meetings that VCs left wondering if he could manage anyone. Larry Page refused interviews and earnings calls for years. Jan Koum sold WhatsApp to Facebook for $19B as a Ukrainian immigrant whose English investors had initially struggled to follow. What polished people are good at is the meeting itself; the 1hr ritual of telling a story to strangers. It's a real skill, but it's separate from building a company. People who spent years optimising to be persuasive in a room have, on average, optimised away from the building skills that compound over the seven years of execution that follow. The pitch room is the one environment where smooth talkers have the structural advantage, but people mistake that single environment for general capability. Pay more attention to things like how they behave in the five minutes after the pitch when they think it's over. Or how they treat the most junior person in the room. None of those show up on a slide. The articulate founder will impress your partners. The awkward one will return your fund.
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Ted Merz
Ted Merz@TedMerz·
@thesamparr definitely, not just the volume but also that they occur on so many different platforms and apps
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Sam Parr
Sam Parr@thesamparr·
The amount of notifications I receive daily are so distracting its nearly debilitating. I have a social media following, so that adds to it -- but even people who aren't active on social -- are you feeling this? Slack, email, phone texts, imessage on my computer, calls, insta, linkedin, DMs on all those platforms...and then people in office. Every month I do the same thing: delete them all from my phone/desktop. But I'm human - they're very hard to fully ignore. Retention/memory is feels worse than before, flow is harder to get into, focus time is much shorter. The only solution that seems to work is print work I need and do it manually without phones/computer in the room. Feels like this generation's obesity will be notifications. Attention diabetes!
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Ted Merz
Ted Merz@TedMerz·
@davidsirota the distinction I've made is that young people should approach the attention economy as a necessary skill not a career. you should be able to create content as part of your toolkit to whatever product you are selling. but you need to have an actual product
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Ted Merz
Ted Merz@TedMerz·
@StartupArchive_ I 💯 agree with this idea that storytelling is a huge advantage but I don't really think of Dorsey as a storyteller and don't think he's generally thought of in that way in general. like, are there memorable stories he has told
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Startup Archive
Startup Archive@StartupArchive_·
Jack Dorsey on the power of great storytelling “One of the biggest things that has helped me [as CEO] is learning how to become a better storyteller.” The co-founder of Twitter and Square explains: “If you want to build a product that is relevant to folks, you need to put yourself in their shoes, and you need to write a story from their side.” At Square, Jack explains, they spent a lot of time writing what they call “user narratives.” He gives an example: “This person is in the middle of Chicago, and they go to a coffee store… Then this is the experience that they’re going to have. It reads like a play — it’s really beautiful.” He continues: “If you do that story well, then all the prioritization, product, design, and coordination that you need to do with these products just falls out naturally because everyone can relate to the story from all levels of the organization… And we want one epic, cohesive story that we tell the world.” Source: @Stanford (Feb 2011)
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Sam Parr
Sam Parr@thesamparr·
Recently re-listened to the Acquired Podcast with Howard Schultz. Not many people remember that in 2008, Starbucks was SEVEN MONTHS from insolvency. Market cap fell from ~$28B to ~$5B. Schultz came back and saved it: - Closed 1,000 stores. Starbucks had never posted a negative same-store-sales quarter in company history. Now they had several in a row. - Stood in front of the entire company and cried. "I've let you down. I'm doing my best. We're trying to save the company." - Closed every U.S. store for an entire afternoon to retrain baristas. - Flew 10,000 store managers to New Orleans. - Schultz said the company against his CFO’s advice - "We have 7 months until we go insolvent." - Ran the math and figured out each store needed 10 more customers per day Today the company is worth $100B+.
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Ted Merz
Ted Merz@TedMerz·
Since everyone has a take on what this means for AI ... I'll give you my angle on comms which is to remind everyone on PR that Karpathy's move - the biggest story of the day in tech - was announced in an 8 line tweet.
Andrej Karpathy@karpathy

Personal update: I've joined Anthropic. I think the next few years at the frontier of LLMs will be especially formative. I am very excited to join the team here and get back to R&D. I remain deeply passionate about education and plan to resume my work on it in time.

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Trung Phan
Trung Phan@TrungTPhan·
BREAKING: Wemby announces he is joining Anthropic as member of the technical staff. “I enjoy solving problems,” says the San Antonio Spurs superstar. “I’ve solved basketball, so it’s time to solve a new problem: how to get Claude to recursively self-improve.”
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Andrej Karpathy
Andrej Karpathy@karpathy·
Personal update: I've joined Anthropic. I think the next few years at the frontier of LLMs will be especially formative. I am very excited to join the team here and get back to R&D. I remain deeply passionate about education and plan to resume my work on it in time.
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Phil Nguyen
Phil Nguyen@philipnguyen·
NYC has a secret place to get coffee inside a 100-year-old loft space. It's called the Substack office in Flatiron. One of the coolest offices in NYC: - these weird portal doors - plants + books decor and everyone loves that stuff right - marble kitchen island table where food is deposited and you're not sure if it's up for grabs or if someone is just a slob - lights that hang too low in some spaces and office chairs because nothing better than drinking hot beverages while scooting around on wheels We have 10/10 coffee with signature blends: - "Does Anyone Know How to Use the Coffeemaker" - "The Breville Requires Cleaning But Let's Press the Remind Me Later Button" - "Can You Use These Beans for Both Drip and Espresso" It's an office by day (video calls + coffee) and still probably an office by night but hopefully emptier AND it's open if you know someone to get you in 👀
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Jonas@jonaswillett1

NYC has a secret coffee shop inside a 100-year-old bank. It's called Conwell Coffee Hall in FiDi. One of the coolest interior spaces in NYC: - gold revolving doors - 1920s Art Deco design - marble teller counter - bankers' lamps and leather couches They have 10/10 coffee with signature blends: - "The Vault" - "Skyscraper Medium Roast" - "Sleep No More Espresso" It's Conwell Coffee Hall by day (brunch + coffee) and Conwell Cocktail Hall by night (candles, cocktails + live DJs) AND it's open until 10pm 👀

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Simon Owens
Simon Owens@simonowens·
The Verge sat down for a wide-ranging interview with Buzzfeed CEO Jonah Peretti, and one of the most interesting moments came when he discussed Facebook’s decision to stop paying media companies for content. Look, I’m not going to argue that Meta isn’t immensely profitable. But it’s also becoming increasingly clear that the company faces serious political headwinds, both in the US and abroad. It just lost a landmark lawsuit domestically, and governments around the world are considering legal actions that could curb its expansion and limit its business prospects. Say what you will about YouTube, but it doesn’t seem to attract nearly the same level of animosity. A big reason for that, I think, is that YouTube supports a vibrant media ecosystem that incentivizes the production of high-quality content. That’s not to say bad actors don’t exist on the platform, but its robust revenue-sharing model helps fund the labor required to build real media businesses that actually care about the quality of what they produce. Facebook’s paltry payouts, on the other hand, reward algorithmic arbitrage and AI slop. The creators that thrive on Facebook don’t care about content quality in the same way that made-for-advertising websites don’t care about content quality. Their goal is simply to maximize reach by any means necessary, which inevitably leads to lowest-common-denominator clickbait drek. And I think the average consumer recognizes it as drek, even if they’re still addicted to opening the app every day. theverge.com/podcast/932154…
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Ted Merz
Ted Merz@TedMerz·
@simonowens this is a good observation. one thought I had was that the legacy media didn't innovate dramatically or take the same level of editorial or creative risks. for example they didn't greenlight 4-hour episodes (lex friedman) or 9 a year (Acquired) or the shenanigans on TBPN.
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Simon Owens
Simon Owens@simonowens·
One thing that’s always perplexed me is why legacy publishers with strong subscription businesses largely avoided paywalled podcasts, even as independent podcasters were generating hundreds of millions of dollars through platforms like Patreon and others. It’s only been relatively recently that publishers like The Economist and The New York Times have started experimenting with paid podcasts. The one major publisher that embraced the model early was Slate, which began putting podcast episodes behind its membership paywall more than a decade ago. pressgazette.co.uk/podcasts/sky-n…
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Harry Swales
Harry Swales@harryswalesbiz·
Every time I visit NYC I inch closer and closer to moving here Just unmatched entrepreneurial density and opportunity
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nihal
nihal@nihalmehta·
hmmm the taxes might be worth it?
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Ted Merz
Ted Merz@TedMerz·
@JaredKubin so many times what seems like a setback turns into opportunity - assuming you seize it
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Jared L Kubin
Jared L Kubin@JaredKubin·
Perspective is this interesting thing … people can wake up everyday and be fearful, unhappy, anxious, check their bank account and 401k.. or they can wake up everyday thankful for life, opportunities, and the ability to make things happen. It’s all a matter of outlook & priorities. As you can see below, money has nothing to do with it I find the below (if accurate) … well, I just don’t understand it. Every single great thing in my life came out of something that was supposed to take me out of “the game”. Every single one! I believe the Lord uses uncertainty, delays, trials to do three things … 1. Give us new muscles … really to point out where we are lacking 2. Make sure our faith ONLY rests in Him 3. Give us a sense of gratitude (which is a super power by the way) Don’t be ANXIOUS. Take it to the maxx everyday with a sense of gratitude… and everything will be just fine
Deedy@deedydas

The vibes in SF feel pretty frenetic right now. The divide in outcomes is the worst I've ever seen. Over the last 5yrs, a group of ~10k people - employees at Anthropic, OpenAI, xAI, Nvidia, Meta TBD, founders - have hit retirement wealth of well above $20M (back of the envelope AI estimation). Everyone outside that group feels like they can work their well-paying (but <$500k) job for their whole life and never get there. Worse yet, layoffs are in full swing. Many software engineers feel like their life's skill is no longer useful. The day to day role of most jobs has changed overnight with AI. As a result, 1. The corporate ladder looks like the wrong building to climb. Everyone's trying to align with a new set of career "paths": should I be a founder? Is it too late to join Anthropic / OpenAI? should I get into AI? what company stock will 10x next? People are demanding higher salaries and switching jobs more and more. 2. There’s a deep malaise about work (and its future). Why even work at all for “peanuts”? Will my job even exist in a few years? Many feel helpless. You hear the “permanent underclass” conversation a lot, esp from young people. It's hard to focus on doing good work when you think "man, if I joined Anthropic 2yrs ago, I could retire" 3. The mid to late middle managers feel paralyzed. Many have families and don't feel like they have the energy or network to just "start a company". They don't particularly have any AI skills. They see the writing on the wall: middle management is being hollowed out in many companies. 4. The rich aren’t particularly happy either. No one is shedding tears for them (and rightfully so). But those who have "made it" experience a profound lack of purpose too. Some have gone from <$150k to >$50M in a few years with no ramp. It flips your life plans upside down. For some, comparison is the thief of joy. For some, they escape to NYC to "live life". For others still, they start companies "just cuz", often to win status points. They never imagined that by age 30, they'd be set. I once asked a post-economic founder friend why they didn't just sell the co and they said "and do what? right now, everyone wants to talk to me. if i sell, I will only have money." I understand that many reading this scoff at the champagne problems of the valley. Society is warped in this tech bubble. What is often well-off anywhere else in the world is bang average here. Unlike many other places, tenure, intelligence and hard work can be loosely correlated with outcomes in the Bay. Living through a societally transformative gold rush in that environment can be paralyzing. "Am I in the right place? Should I move? Is there time still left? Am I gonna make it?" It psychologically torments many who have moved here in search of "success". Ironically, a frequent side effect of this torment is to spin up the very products making everyone rich in hopes that you too can vibecode your path to economic enlightenment.

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Ted Merz
Ted Merz@TedMerz·
@signulll you are very good at condensing the zeitgeist into 2 paragraphs
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signüll
signüll@signulll·
what’s interesting to me is that the previous gold rushes didn’t credibly threaten the safe path simultaneously while dangling the jackpot. like you could sit out the dot com boom & keep your accounting job. the current bit where the same technology is both the lottery ticket & the thing eating your fallback is pretty damn novel & also kinda nasty.
Deedy@deedydas

The vibes in SF feel pretty frenetic right now. The divide in outcomes is the worst I've ever seen. Over the last 5yrs, a group of ~10k people - employees at Anthropic, OpenAI, xAI, Nvidia, Meta TBD, founders - have hit retirement wealth of well above $20M (back of the envelope AI estimation). Everyone outside that group feels like they can work their well-paying (but <$500k) job for their whole life and never get there. Worse yet, layoffs are in full swing. Many software engineers feel like their life's skill is no longer useful. The day to day role of most jobs has changed overnight with AI. As a result, 1. The corporate ladder looks like the wrong building to climb. Everyone's trying to align with a new set of career "paths": should I be a founder? Is it too late to join Anthropic / OpenAI? should I get into AI? what company stock will 10x next? People are demanding higher salaries and switching jobs more and more. 2. There’s a deep malaise about work (and its future). Why even work at all for “peanuts”? Will my job even exist in a few years? Many feel helpless. You hear the “permanent underclass” conversation a lot, esp from young people. It's hard to focus on doing good work when you think "man, if I joined Anthropic 2yrs ago, I could retire" 3. The mid to late middle managers feel paralyzed. Many have families and don't feel like they have the energy or network to just "start a company". They don't particularly have any AI skills. They see the writing on the wall: middle management is being hollowed out in many companies. 4. The rich aren’t particularly happy either. No one is shedding tears for them (and rightfully so). But those who have "made it" experience a profound lack of purpose too. Some have gone from <$150k to >$50M in a few years with no ramp. It flips your life plans upside down. For some, comparison is the thief of joy. For some, they escape to NYC to "live life". For others still, they start companies "just cuz", often to win status points. They never imagined that by age 30, they'd be set. I once asked a post-economic founder friend why they didn't just sell the co and they said "and do what? right now, everyone wants to talk to me. if i sell, I will only have money." I understand that many reading this scoff at the champagne problems of the valley. Society is warped in this tech bubble. What is often well-off anywhere else in the world is bang average here. Unlike many other places, tenure, intelligence and hard work can be loosely correlated with outcomes in the Bay. Living through a societally transformative gold rush in that environment can be paralyzing. "Am I in the right place? Should I move? Is there time still left? Am I gonna make it?" It psychologically torments many who have moved here in search of "success". Ironically, a frequent side effect of this torment is to spin up the very products making everyone rich in hopes that you too can vibecode your path to economic enlightenment.

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Ted Merz
Ted Merz@TedMerz·
@EmilyDreyfuss the challenge w this story is that there is always someone who is unhappy in any situation so it's hard to know if this is representative
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Emily Dreyfuss
Emily Dreyfuss@EmilyDreyfuss·
Today I published an interview with an anonymous Meta employee who has worked at the company for over a decade and wanted, for the first time ever, to let the world know how horrible it feels to be inside. #comments" target="_blank" rel="nofollow noopener">sfstandard.com/pacific-standa…
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Ted Merz
Ted Merz@TedMerz·
The View from the Office. I caught up with Justin Baer last night at a signing for his new book: House of Fidelity: The Rise of the Johnson Dynasty and the Company That Changed American Investing. The event was at Syracuse University’s Lubin House on the Upper East Side. Justin has spent more than a quarter century as a journalist, mainly focused on writing and editing stories about Wall Street, covering firms including Goldman Sachs, JP Morgan Chase and Citigroup. Currently, he’s an editor at the Wall Street Journal, where he's worked for the past 15 years. Before that, he was at the Financial Times and Bloomberg, where we were colleagues. The House of Fidelity is his first book. It was just published by Grand Central Publishing, an imprint of Hachette. The story begins when Edward C. Johnson 2d founded Fidelity in 1946 and follows the trajectory of modern finance as the firm became a financial colossus. It covers the meteoric rise of star fund manager Peter Lynch and Fidelity's role in promoting 401(k) retirement plans. Justin told me a lot of the drama in the book centers around familial succession battles in the 1970s as Ned Johnson took over, and again in the 2010s as his daughter Abby Johnson took the reins. Justin said he hasn’t heard how Abby Johnson reacted to the book but noted it was rigorously fact checked so they knew what was coming. The book has received positive reviews. The Financial Times called the book "a welcome window" into one of the most important financial companies in the US. William D. Cohan, the author of Power Failure, called it "a must read." Mohamed El-Erian, the former PIMCO CEO, praised how Justin weaves family dynamics into the evolution of the broader financial system. One unexpected benefit of attending the party was that I ran into a number of former Bloomberg News colleagues, including Erik Schatzker, Lisa Friedman and Kevin Reynolds and met some WSJ legends including Randall Smith and Aaron Lucchetti. I’m just starting to read the book now, but I recommend it to anyone who wants to understand the growth of the modern mutual fund industry. You can connect with Justin via LinkedIn or DM me for a warm intro.
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