Chris Adams

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Chris Adams

Chris Adams

@chrishadams

Marketing & Tech Consulting | Startup Advisor & Investor | Managing Director @AdamsHamilton_ | Mentor @gchbec | EIR @theDMZ 🙌⛵️@reIGNITEConf_

Barrie, Ontario Katılım Aralık 2008
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Alfred Lin
Alfred Lin@Alfred_Lin·
A CEO from one of our portfolio companies shared this with their team. I’m re-sharing it with their permission, because it resonated and reflects what all founders and CEOs should be communicating. -- We are living through a period of compounding change. And in moments like this, the biggest risk is no longer making the wrong decision. It is moving too slowly while the world moves around you. There are two paths. We can play defense: - Protect what we have - Optimize what works - Wait for clarity It feels safe. It isn’t. Or we can play offense: - Learn faster than the environment changes - Use new tools to solve old problems in better ways - And create entirely new strategies and businesses That’s where the opportunity is. Challenge yourself to do things faster and better than you have ever attempted. Stay uncomfortable. Stay on the front foot.
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Chamath Palihapitiya
Chamath Palihapitiya@chamath·
The pace of innovation is incredibly fast right now. It’s easier than ever to spot the companies standing still.
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Jonathan Hillis
Jonathan Hillis@jonathanhillis5·
One of the odd things in the Canadian startup ecosystem: Accelerators with advisors who’ve never built a startup… and consultants teaching founders how to build companies
without ever having built one. Experience should still count.
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TBPN
TBPN@tbpn·
“When you go from consumer to B2B, the number one mega-challenge that you must master is LTV:CAC.” - @travisk "Yes, you can make that argument on consumer, but when you have a sales funnel that starts with 'I'm going to talk to customers, and I have to make LTV:CAC work' — versus 'My LTV:CAC is the App Store' — it's a whole different ballgame." “LTV:CAC with a sales machine, especially if you go [after] small businesses, is life on hard mode. Anybody who’s crushed it on SMB, those guys are special individuals who've made that happen. Because life in the SMB B2B world is no joke."
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Chris Adams
Chris Adams@chrishadams·
.@techskis 2.0 - Scaling Without Breaking The Founder panel talk - congrats on a great event
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David Senra
David Senra@davidsenra·
Tobi Lütke. Shopify. Tomorrow. January 18, 2026. Available everywhere you get podcasts. @tobi @Shopify
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Chris Adams
Chris Adams@chrishadams·
Good read: “I have long believed that the success or failure of a company is largely determined by the board. To that end, I recruited a new board.” @BillAckman
Bill Ackman@BillAckman

A Watch and Investment Story Part II Nearly eight months ago, I wrote a post about my personal investment in @Bremont, a British watchmaker, in which I became Non-executive Chairman, and along with affiliates, became controlling shareholder in April of this year. My investment was spontaneous, inspired by a positive sales experience and the inspired purchase of a number of watches at the company’s Mayfair, London boutique three years ago. In my introductory post, I promised to provide periodic updates of our progress toward our goal of transforming Bremont into an iconic watch company. Here is our first progress update: New Board I have long believed that the success or failure of a company is largely determined by the board. To that end, I recruited a new board. The directors are: David Berkowitz, Chief Investment Officer, KFO, LLC, the Seth Klarman family office Davide Cerrato, CEO of Bremont, formerly CEO HYT, Managing Director Watch Division Mont Blanc, Head of Marketing, Design and Product Development at Tudor Ian Goldberg, Partner at Venrex, a venture capital firm. Ian is a representative of Bremont’s other major shareholder Andrew Haimovici, my Harvard-educated nephew who previously spent two years working in various roles at Bremont. Francesca Leone, formerly Chief Brand Officer of Michael Kors with previous Global Communication roles at Valentino, Bulgari, and Hermes Martin Parker, formerly Director World Service at Rolex and previously International Customer Service Director at Patek Philippe Larry Pettinelli, who spent more than three decades at Patek Philippe USA, culminating as CEO New Senior Leadership Team We have also recently completed the recruitment of our senior executive team. In addition to our CEO Davide Cerrato, the senior executive team includes: Elen Barnes, Chief Marketing Officer, previously Global Brand Director of Tag Heuer, formerly CMO of Bang & Olufsen Christoph Bippus, Chief Operations Officer, with two decades of experience at Richemont Group, most recently as Associate Director Customer Service for IWC Laura Collins, Chief People Officer, formerly HR Lead Consultant at Willow HR Cos Hayret, Chief Product Development Officer, formerly Watch Development Manager at Montblanc Stephane Pichavant, Chief Commercial Officer, who previously spent 15 years at LVMH Watches and Jewelry, most recently as Global Sales Director for Tag Heuer Kurt Williams, Chief Financial Officer, previously Head of Finance, Swatch Group UK and Country Manager Godiva UK Business Progress The first priority of management was to rationalize the product assortment so as to provide a coherent product offering for our customers while launching an entirely new product collection. Bremont has launched three product lines, namely Terra Nova (Land), Supermarine (Sea), and Altitude (Air), watches which deliver vastly superior quality and functionality compared to similarly priced competitors. Bremont watches are as beautiful as they are rare. Rolex produces more than one million watches per year. Bremont handcrafts fewer than 10,000. When you wear a Bremont, you are part of a small and exclusive club. All Bremont watches are designed, developed, prototyped, assembled, tested, and serviced at our headquarters in Henley-on-Thames known as The Wing. The company has worked to continuously improve its manufacturing capabilities and is now producing superbly crafted, rugged, and reliable watches. One of the company’s most important objectives has been to upgrade product design, quality, durability and reliability. The company now uses 904L steel (also used by Rolex) for all of its steel watches, and has introduced ceramic materials, top quality Swiss movements including a tourbillion built at the company’s Wing HQ, new distinct bracelets for each product line, the highest quality straps, and has dramatically reduced service lead times, now six weeks. The new watches are spectacular and have been recently recognized with multiple industry awards and expert commentary. Here are a few of my favorites (photos below): ALTITUDE MB METEOR STEALTH GREY This is a limited edition of Bremont’s iconic pilot watch, for the first time produced in a sand-blasted F35 stealth grey finish in titanium. TERRA NOVA JUMPING HOUR This is the jumping hour movement in a montre a guichet style, a nod to World War I trench watches, designed to withstand the horrors of war (or an errant swipe on a door frame). SUPERMARINE FULL CERAMIC POLAR WHITE This is a super handsome 500-meter, ceramic watch, with a fabric strap. I wear the green ceramic as one of my daily watches. ALTITUDE SKELETONIZED PERPETUAL CALENDAR GMT This is a spectacularly beautiful, titanium, skeletonized, perpetual calendar, GMT watch. If Pershing Square's year finishes strong, I am getting one of these. This one comes in a limited edition of 50 pieces. I own the non-skeleton version. It is my favorite watch. Awards Bremont was nominated for six awards. Our Jumping Hour Bronze won Best Trend Watch Nominations: WatchPro Awards US (September 10) o Prestige Watch Brand of the Year o Best Pilot Watch (MB Meteor) WatchPro Awards UK (September 30) o British Watch Brand of the Year o Prestige Watch Brand of the Year o Best Pilot Watch (MB Meteor) Winner: Trend Watch: Jumping Hour Bronze Distribution One of Bremont’s weaknesses has been limited physical distribution, particularly outside of the U.K. Management has made significant progress, particularly in the U.S., opening many new doors including The 1916 Company, Ben Bridge (owned by Berkshire Hathaway), Lux Bond & Green, and others. The company is in the process of opening new doors in Italy, Japan, Canada, Mexico, Germany, and other locations in Europe. If you are a top watch retailer interested in carrying Bremont, please contact: stephane.pichavant@bremont.com Our only U.S.-owned store, our New York boutique between 52nd and 53rd on Madison Avenue, has seen a more than 50% increase in sales over the last year. Our website at Bremont.com continues to be an important driver of sales. Challenges While the company has made enormous progress over last two years, transforming a brand while the plane is flying, has been an expensive proposition. Great brands are not built overnight. One of the benefits of Bremont now being a family-owned company with a well-capitalized controlling shareholder is that we are not subject to the typical pressures associated with private equity owners or public company shareholders. We are taking the long-term approach in building a generationally valuable company, and are very pleased with our progress to date. Ideas and Input We welcome your ideas, input, and advice. To that end, we will award the best ideas with free watches. We sent a MB Meteor to @JoshBobrowsky for his excellent input. Please reply with your best ideas or email andrew.haimovici@bremont.com. We will read all of the comments and replies. Please also take a look at our Holiday Campaign Video: youtube.com/watch?v=C5aP1R…

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Chris Adams
Chris Adams@chrishadams·
I look forward to the 11th Annual Rockin' Holiday Social - Fundraiser for the @BarrieFoodBank. We have 4 amazing bands playing on Thursday Nov 20th - 7 PM. We have raised $80,000 in the first 10 years to support families during the holiday season. We have raised over $20,000 to date for the 11th year. That brings us over $100,000. It takes $250 to get an average family through the holiday season. Thank you to our sponsors: @WhiteTuque @SalterPilon Gerrits @pratthomes Summit Square, National Bank - Lorriman Turner Wealth Management, @AdamsHamilton_ Angela Baldwin, John Pickard, Rod Burns, DJ Casey, JuiceBox Studios, @chabot_kat Upsight And Sound.
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The Royal Canadian Legion
The Royal Canadian Legion@RoyalCdnLegion·
Today, Canada’s Fallen will be honoured and remembered. Please join us in observing a moment of silence at 11:00 am to mark the sacrifice of the many who have fallen in the service of their country. #RemembranceDay #CanadaRemembers
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Aaron Levie
Aaron Levie@levie·
In 5 years from now, probably 95% of the tokens used by AI agents will be used on tasks that humans never did before. I just met with about 30 enterprises across 2 days and a dinner, and some of the most interesting use-cases that keep coming up for AI agents are on bringing automated work to areas that the companies would not have been able to apply labor to before. Most of the world hasn’t quite caught on to this point yet. We imagine AI as dropping into today’s workflows and just taking what we already do and making it more efficient by 20% or something. Yet most companies realize that most of the time they’re doing far less than they could because of the cost or limited capacity of talent. This shows up in different ways across every industry. In real estate it’s ideas like being able to read and analyze every lease agreement for every trend and business opportunity possible. In life sciences it’s being able to rapidly do drug discovery or improve quality by looking through errors in data. In financial services it’s being able to look through all past deals and figure out better future monetization. In legal it’s being able to execute on contracts or legal work for previously unprofitable segments or projects. And these are just the Box AI use cases that deal with documents and content. The same is going to be true in coding, where companies tackle software projects they wouldn’t have done before. Security of all systems and events they couldn’t get to. And so on. If you are working on AI Agents right now, the big opportunity is to bring enterprises “work” for problems that they couldn’t do before because it was nearly impossible to afford or scale. And if you’re deploying AI agents in an enterprise, consider what things you’d do more of (or differently) if the cost and speed of labor became 100X cheaper and faster. This is going to get you the real upside of automation.
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Lucy Hargreaves
Lucy Hargreaves@lucyhargreaves4·
A simplified application process along with a pre-claim option for SR&ED is a great change for Canada's entrepreneurs. Special shoutout to @FP_Champagne and his team for being so responsive to calls for improving this + to @harleyf for sharing ideas via Build Canada.
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Patrick Collison
Patrick Collison@patrickc·
An interesting trend we're noticing at Stripe: US startups are pulling ahead of their peers elsewhere. These charts show averaged revenue growth for software startups in each location. US startups typically grow somewhat faster than those elsewhere. However, since mid-2023, US companies have accelerated a lot. Interestingly, this is not just because of AI startups: if we strip those out, there's still a big divergence. Our leading hypothesis is that US startups (even those that aren't AI companies as such) are adopting new technologies (AI, stablecoins, etc.) faster than companies elsewhere. (This pattern of faster adoption among US companies was also seen with the internet itself.) Whatever the cause, the pattern is striking. [Methodological note: this pattern appears to hold beyond Europe as well.]
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Alex Lieberman
Alex Lieberman@businessbarista·
I stole this idea and now use it with every single employee. It’s the best illustration I’ve seen of teaching someone to be high agency. It says there are 5 levels of work: Level 1: “There is a problem.” Level 2: “There is a problem, and I’ve found some causes.” Level 3: “Here’s the problem, here are some possible causes, and here are some possible solutions.” Level 4: “Here’s the problem, here’s what I think caused it, here are some possible solutions, and here’s the one I think we should pick.” Level 5: “I identified a problem, figured out what caused it, researched how to fix it, and I fixed it. Just wanted to keep you in the loop.” Using this framework, here’s what I say to every new employee… You will live at Level 4 from Day 1 and as we build trust you will rise to Level 5. Being high agency doesn’t just mean tackling problems in this way. It means your entire way of working should be oriented to being a Level 4+ employee. Plz feel free to steal it as well. And ty @stephsmithio for the framework!
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Brian Halligan
Brian Halligan@bhalligan·
Rick Rubin on musicians (and founders)… “Do you know the biggest mistake most musicians make?” he said. “Their first album comes from love, heartbreak, passion, or depression. They have no expectation of how the world will respond. They write it from the heart, and if it catches on, they’re validated by the world. But then they start writing their second album, and they don’t necessarily write it based on love, heartbreak, or passion. They write the album they think the world will want.”
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Startup Archive
Startup Archive@StartupArchive_·
Keith Rabois: “I tell founders not to worry about runway. Worry about lift.” “If you think about lift in a plane context, a company is only valuable if you achieve lift. Runway is a tactic for achieving lift, and you may need to extend the runway so that you have more time to get lift. But unless you’re actually achieving lift with that extra time, it doesn’t help you.” Keith continues: “I hate when a founder is like, ‘I want to raise this much money because it gives me two years runway.’… That is a stupid way to think about your fundraising.” Instead, founders should ask themselves what they need to achieve to achieve lift, and then work backwards from that. When Keith invests at Khosla Ventures and Founders Fund, they write internal memos about the three key risks to the company. Usually you can’t achieve all three in one financing, so founders should be asking themselves, What’s the most important inflection? And then structure their financing to achieve that. Keith advises founders that it’s ok to let their runway go very low if they feel like they’re approaching lift: “A lot of founders get very bad advice like ‘Oh, you need to have this much runway or you won’t be able to raise money from strength.’ That’s nonsense. If you have traction - if you hit a viral coefficient of 1 with three months of runway - almost every VC on the planet knows how to invest in that company, and it will not be a problem.” Video source: @khoslaventures (2024)
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Z Fellows
Z Fellows@zfellows·
No excuses, just get it done. — a CEO mindset from Sam Altman
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daniel debow
daniel debow@ddebow·
“National pride is not enough to keep founders here. The only real solution is to make Canada a place where ambitious entrepreneurs believe staying is the best choice for their company and their future.” wisdom from @dstein leaders.vc/canadianstartu…
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