Erald David

"Nguasain domain knowledge" ini bisa dibedah jadi tiga mas, dan cara nguasainnya beda-beda; bahkan ada yang bisa kita "kuasai" sebelum dikasih kesempatan kerja To make this reply useful, ane sekalian outline buku/keyword yang bisa di Googling (maaf bgt yapping) - (1) Kuasai bisnis fundamental secara umum. Penjelasan yang paling simpel menurut ane ada di buku "What CEO Wants You to Know" dari Ram Charan. 4 core fundamental di any business: bikin customer tertarik ke produk kita, generate cashflow (yes, cashflow), have a good ROI, dan growth profitable. Coba pick random business, misal kayak E-commerce kayak Tokped, dan coba "fit" 4 core fundamental ini ke industry-nya. - (2) Kuasai aspek bisnis dan metric yang terjadi di industri yang ente pengen pick. Misal e-commerce tadi: to "have a good ROI", menurut bukunya Ram Charan diatas, adalah hasil dari turnover/velocity dikali margin dari barang-nya. Berapa margin/take rate dari Tokped? Berapa Shopee? etc. Biasanya bisa baca dari annual report atau earning call dari public company yang bergerak di bidang itu (contoh di e-commerce, baca2 annual report-nya Amazon) - (3) Kuasai aspek bisnis dari perusahaan tempat ente bekerja. Ini yang menurut ane belum bisa digantikan dengan membaca only dan harus kerja dulu. Example: You already know kalau "generate cashflow" termasuk penting untuk any industri, dan (again, contohnya) Tokped, tempat bekerja ente sekarang, mengaplikasikannya dengan cara "Duit dari customer masuk dulu ke Tokped, terus walaupun barang udah terkirim, si supplier baru nerima duit itu 30 hari setelah barang terkirim". Now, apa exact table/datamart yang allow you to calculate that?

@ghozyulhaq @Ichavarma_ tau gk dptin domanin knowledge darimana ? ya diterima kerja dulu. gmn mau nguasain domain knowledge kalo gk dikasih kesempatan kerja.

RIP bootcamp

@gokulr @nbaschez Didn't know about this but reading all your take, is all makes sense. Goat teaching another goat.

@nbaschez I owe a lot of my thinking to that framework. (I have been an LP in Hamilton's fund)

BRAND AS A MOAT? I’ll be honest - I struggled whether to include Brand in this list of moats. I ultimately decided not to, because I think it’s too hard to measure, and in many cases the underlying brand strength is due to something something more fundamental — network effects, switching costs, or scale economies — that the brand merely reflects. A strong brand is often the symptom of a real moat, not the moat itself. The danger of counting Brand as a moat is that it flatters companies that are actually quite fragile. WeWork had a brand. Peloton had a brand. Both burned through goodwill the moment the underlying economics cracked. Brand without a structural underpinning is just reputation — and reputation is rented, not owned. So I think about brand the way I think about customer loyalty scores: useful as a signal, dangerous as an explanation. When someone tells me a company’s moat is its brand, my follow-up is always the same 2 questions. (a) what built the brand, and (b) can that be replicated? That answer usually points to the real moat, or in many cases, reveals there isn’t one.

Yang susah di testing apakah kita actually paham dengan topiknya ya mas? But yes, Math termasuk structured domain -- cukup "mudah" utk build feedback loop-nya ("Oh aku gak paham eksponential. Ini kayaknya karena bahkan perkalian aja aku belum kuat deh, kayaknya review di perkalian dulu")

@therealogi Will suggest to not even try to "reason" with them mas/mbak wkwk. Just save your energy and win in our life. (Noticed you from other thread; one of the sanest voice out here)

@malikarrahiem kl misal nya merasa harga nya ga manusiawi, What stops you giving tip yg supposedly 100% masuk ke kantong driver?

Jahatnya yg dipilih adalah driver gak sejahtera. Minggu lalu saya naik Grab dari Bendungan Hilir ke Kuningan, jarak sekitar 5 km, biaya aplikasinya Rp8.700. Jam 12 siang terik matahari di ubun2. Harga macam apaan Rp8.700. Menghina orang kerja keras yg gak punya pilihan.

@PromptLLM Ohh wow. @ergestx will probably love this. I checked and confirmed that Mr Beast tweeted about this book Link: x.com/MrBeast/status…

I read this book after I heard Mr Beast makes everyone in his team read it and I can see why. Incredible.

I worked at Epic Games for two years. This is real, and the strategy behind it is smarter than most people realize. Tim Sweeney has spent nearly two decades buying North Carolina forest land. 50,000+ acres across 15 counties. He’s now one of the largest private landowners in the state. The purchases started in 2008, right after the real estate collapse wiped out developers who had been planning golf resorts and luxury communities on biodiverse wilderness. Sweeney paid $15 million for Box Creek Wilderness, a 7,000-acre stretch in the Blue Ridge foothills containing 130+ rare and threatened species. Developers had owned 5,000 of those acres before the crash. He bought them for conservation prices when nobody else was bidding. He runs the acquisitions through an LLC called “130 of Chatham.” He buys the land, holds it for years, then either donates it to the U.S. Fish and Wildlife Service, sells it at a discount to state parks, or hands it to land trusts. In 2021, he donated 7,500 acres in the Roan Highlands to the Southern Appalachian Highlands Conservancy. Largest private land donation in North Carolina history. The part people miss: he told the News & Observer that since 2021, land got too expensive to keep buying. So he shifted focus to converting his existing 50,000 acres into permanent conservation status. He’s locking the land into legal structures that make development impossible regardless of who owns it in the future. A billionaire worth roughly $6 billion is spending tens of millions acquiring wilderness specifically during economic downturns, then giving it away or placing it under permanent legal protection. The land will outlast him, Epic Games, and Fortnite. That’s the part that separates Sweeney from billionaires who write checks to get their name on a building. The building depreciates. The forest compounds.

Okay now I understand why Atlassian is still "survive" with negative profit. Look at all of these free cash flow

Let me introduce you to John Malone, good ser: commoncog.com/cash-flow-game… Quote "Over the next 25 years, TCI went from acquiring cable companies to acquiring and investing in programming channels. It eventually became the largest cable company in the United States. It never turned a profit. And the results speak for themselves: from the year that Malone took over, in 1973 — to 1998 when AT&T finally bought it for $48 billion, the compound return to TCI’s shareholders was a phenomenal 30.3%, compared to 20.4% for its competition, and 14.3% for the S&P 500 over the same period"

@hereisramji @thogge Without profit any business is shit business. Credit is the worst thing to have happened

One thing is 100% clear to me: With very few exceptions, tech cos are some of the worst operated businesses in the history of capitalism exhibit A: Atlassian -25 yrs old -hasn’t been profitable for a decade -promoted an engineer the same day he was laid off This is the rule.

@farisrachman_1 Want to add that I have a skin in the game in this mas because a lot of my saving are tied to reksadana that owned gov. bond, wkwk. So any counterfactual from you (that I can check to be valid) will become music to my ears haha

@farisrachman_1 *amit-amit jabang bayi, wkwk sorry for the typo

Krisis Moneter 1998 itu semakin parah bukan karena utang pemerintah yang gede. Justru karena sebaliknya, kita ga ngeluarin spending dan stance fiskal dan moneter kita justru kontraksioner. It was NOT a fiscal crisis.

> Tapi by itself ga bakal tiba-tiba bikin krismon. By "krismon" here maksudnya bakal terjadi bank run sama rising unemployment, mas? Don't know about the latter tapi for the former, having almost 60-70% of our gov. bond hold by Central Bank (45%), BPJS and Himbara (15-25%), sepertinya there's non-zero chance bank run can happen, mas. Source (with exact timestamp): youtu.be/BRvxzTiffjg?t=….

The real cost of naikin batas defisit 3% itu intinya dua: - Stock utang membesar - Biaya utang akan makin mahal. But we don't know by how much. Ini risiko yang susah dikuantifikasi. Tapi by itself ga bakal tiba-tiba bikin krismon.

> kl di cloud kan ga perlu maintenance, ga perlu mikir listrik, ga perlu mikir DR, ga perlu mikir upgrade juga Yes mas tapi trade-offnya adalah cost-nya jadi variable kan ya (instead of treat it like a fix cost)? Dan karena "tidak perlu repot" utk semua hal diatas, maka AWS dan provider lain bisa command a really huge margin (latest, 35%. Article: rockandturner.substack.com/p/is-aws-losin…) I have no dog in this fight, just want to throw random prediction out there: 2027 Gojek kayaknya bakal bangun on prem mereka sendiri, that sebelum mereka jadi diakusisi Grab

@ZeddR5 @SarjanaEksu lebih mahal on prem, cloud lebih murah kl sekelas gojek, kl di cloud kan ga perlu maintenance, ga perlu mikir listrik, ga perlu mikir DR, ga perlu mikir upgrade juga

Makanya gw gak paham kenapa Gojek gak bisa seprofitable blue bird padahal Gojek gak punya motornya dan full aplikasi (light asset). Blue bird tuh masih harus nanggung beban aset kendaraan dan pool taxi (heavy asset) yg mereka punya tapi jauh lebih cuan dri gojek.

Be so good they can't ignore you.

Please everyone yang lagi nabung di reksadana, check lagi actual portofolio kalian nempel ke mana. Kalau ada gov bond (example: "INDOGB", "Obligasi Negara Republik Indonesia", etc) atau yang ke-ekspose di corporate bond-nya HIMBARA, sepertinya bisa pikir2 lagi.

@purbojatie @hotgirlszzzz

@hotgirlszzzz @david_erald

Itu yang usianya 27-30++ gausah buru-buru nikah , toh udah terlambat juga .

psa to saas founders: convert everything into api / mcp services asap and charge by usage. allow connectors to all agents and make your own agent with pre-built context all ui/ux/dashboards will be vibed and dynamically generated if you don’t have prop data, you’re fucked

Just to add more fire to this idea: Kemarin Pak Kevin Aluwi dari Lightspeed VC sendiri sudah sangat membantu utk define "the shape of the game" dgn report mereka di "lsvp.com/stories/southe…" Quoting @ejames_c > This is SO valuable, and such hard-won insight: >> Singapore is the most important regional market to win (right now). As Kevin Aluwi puts it: 1% of the SEA population in SG contributed $480M of Grab’s revenue; 40% of SEA population contributed ‘only’ $605M. >> To win Indonesia, you just need to win 6 cities. >> To win Malaysia, you just need to win 3 cities. >> To win Thailand, you just need to win 1 city and 2 emerging regions >> To win Phillipines, you just need to win the Manila Metro area. >> To win Vietnam you just need to win 2 cities. Build the app and distribute it for these cities (Jabodetabek, Surabaya, Bandung, Medan) and leave the rest.

kalau mau bikin gojek/grab tandingan di tengah krisis ojol gini, sebelum AI, estimasinya butuh minimal 25 miliar, 9 bulan, 50 tech talent (confirmed by founder) kan hari ini udah bisa ngoding pake AI, kira2 mengecil jadi berapa tuh? you might be surprised how much a small team or even a solo developer can do 😂 P.S: yea yea supply-demand dynamics can’t be vibe coded (re: Citrini reports) but you don’t need to win nationwide, only in cities where it matters (eg. Jabodetabek etc where sufficient marketplace liquidity and purchasing power can sustain your margin) as the network effect is hyperlocal anyway and the 3-sided marketplace of users/drivers/merchants should be easier to onboard as incumbent players are suffocating them with ever-increasing fees to save their stock price, so expect lower CAC if you can figure out hyper efficient operating costs and pass the savings to drivers/merchants to undercut incumbent pricing

@brianluidog You can't post this on Saturday, Brian

Want an intro to rationality? Don't read the Less Wrong forums or whatever they call them. Just read this flowchart.