Founder With ADHD

I keep getting asked who I am. Who I am doesn’t matter. Not yet. What matters is this: I will not reveal my identity until one of two things happen— • 100,000 followers • or a $100M $OPEN portfolio. Between my personal holdings and my children’s trust (that I manage), I will become one of the largest single stakeholders in Opendoor. You don’t need my name to know my conviction. Thank you @ericjackson for sharing the same conviction.

@eliano I applied, got rejected

if you love America, are high agency, and love building, come work at Palantir

@jacobhelberg @rabois Love this! Am Yisrael chai!

Happy birthday @rabois! Here’s to another incredible trip around the sun!

Everyone is chasing AI… Meanwhile $OPEN is sitting on a perfect storm: Earnings improving Rates about to move Housing tightening This is one of those setups where everything lines up at once. Most people will wait for “confirmation.” That’s how you miss it. $OPEN to $33 isn’t crazy. What’s crazy is how early this still feels.

@fortuneforest What are you basing that on?

@founderwithadhd They basically suck dicks

And now add our very own mortgage origination product. It blows my mind that $OPEN is still this cheap. This company can very easily be an industry giant in the Real Estate space.

@Merica815 Still holding haven’t sold a single share. My options are eroding quickly though :/

@founderwithadhd You still have full position or increased or holding steady NO SHADE you have impressive amount (lil jealous) it’s 40% of my account please 100+calls

@krassenstein That’s not Montréal. That Quebec City.

We have left the United States for Montreal. No corruption here.

@eliano Love this!

you thought we were gonna let Mobilize drop tomorrow without a special Palantir store drop? 😏 TOMORROW, March 17 @ 12pm EST shirt photos drop in the morning 🚀

@kianejatian Is this a record?

We had a customer receive an instant offer. They viewed it and signed the contract in 31 minutes 2 seconds.

There are two ways to build a board. 1.Prestige theater. Quarterly meetings. Polite nodding. Zero real tension. Or… 2.Rigorous challenge. Real debate. Current operators. Intellectual friction. Guess which one builds generational companies? “What’s the point of having people who already agree with you?” That line matters. Because in capital-intensive, cyclical markets like housing… Governance isn’t cosmetic. It’s survival. $AMZN had intense internal debate. $UBER had board-level tension during transformation. Strong boards don’t exist to clap. They exist to sharpen decisions. If $OPEN is going to rebuild the transaction layer of real estate… It needs: • Capital discipline • Strategic clarity • Independent challenge • High standards at the top Weak boards protect optics. Strong boards protect outcomes. That’s how companies survive volatility. That’s how they scale responsibly. That’s how Opendoor becomes a $500B institution — not just a growth story. Governance isn’t boring. It’s leverage.

There are two ways to build a board. 1.Prestige theater. Quarterly meetings. Polite nodding. Zero real tension. Or… 2.Rigorous challenge. Real debate. Current operators. Intellectual friction. Guess which one builds generational companies? “What’s the point of having people who already agree with you?” That line matters. Because in capital-intensive, cyclical markets like housing… Governance isn’t cosmetic. It’s survival. $AMZN had intense internal debate. $UBER had board-level tension during transformation. Strong boards don’t exist to clap. They exist to sharpen decisions. If $OPEN is going to rebuild the transaction layer of real estate… It needs: • Capital discipline • Strategic clarity • Independent challenge • High standards at the top Weak boards protect optics. Strong boards protect outcomes. That’s how companies survive volatility. That’s how they scale responsibly. That’s how Opendoor becomes a $500B institution — not just a growth story. Governance isn’t boring. It’s leverage.

“I paid a company to work here. I pay Opendoor money to work here.” Read that again. That’s not a salary mindset. That’s ownership. Most executives optimize for compensation. The best founders optimize for equity value over decades. That changes everything. When leadership: • Thinks like owners • Feels dilution personally • Cares about capital efficiency • Aligns incentives with shareholders You don’t get short-term games. You get long-term compounding. $AMZN’s leadership thought in decades. $UBER’s leadership bet their reputations on transformation. $OPEN’s leadership is financially aligned with the mission. And in trillion-dollar markets, alignment matters. Because rebuilding real estate isn’t a 2-year trade. It’s a 15-year execution story. When the person at the top is investing into the company, not extracting from it… That’s signal. That’s how generational companies are built. That’s how Opendoor becomes a $500B platform. Ownership isn’t optics. It’s incentive architecture.

“We’ve moved across the country in one day’s notice.” That’s not impulsive. That’s speed as identity. Most people think waiting reduces risk. In reality, waiting just delays learning. You don’t eliminate mistakes by hesitating. You just postpone progress. $AMZN moved fast in logistics. $UBER moved fast city by city. Speed wasn’t chaos. It was compounding. Now apply that to $OPEN. Real estate is: Slow. Fragmented. Manual. Risk-averse. The company that moves fastest: • Prices fastest • Learns fastest • Iterates fastest • Allocates capital fastest Wins. Because in volatile markets, speed is survival. And in massive markets, speed becomes dominance. Most companies optimize for comfort. Generational companies optimize for velocity. That’s how Opendoor doesn’t just participate in housing… It rewrites it. That’s how $OPEN becomes a $500B company. Speed isn’t reckless. It’s strategic asymmetry.

@APompliano One of my favorites.

"We’ve seen war. We don’t want war, but if you want a war with the United States of America, there is one thing I can promise you, so help me God: someone else will raise your sons and daughters." This hits different this weekend.

@nejatian My grand parents are Persian and also got chased out. My grand mother used to tell me horror stories from our relatives that stayed behind. Cheers brother!

The people who chased me and my family out of Iran are dead. Thank a veteran. Pray for freedom.

Most companies think culture is perks. Beer taps. Offsites. Slogans on walls. That’s not culture. At Opendoor, culture is: Hire great people. Train them well. Tell them the priorities. Inspire them — in that order. No ambiguity. “The best thing for culture is doing hard things together.” That’s it. Not consensus. Not comfort. Not everyone agreeing. In fact: “If everyone agrees with you, you’ve said nothing useful.” That’s how real performance cultures are built. $AMZN had intensity. $UBER had urgency. High standards aren’t soft. And rebuilding real estate isn’t easy. It requires: • Disagreement • Clear priorities • Talent density • Shared hardship That’s how execution compounds. Great markets don’t automatically produce great companies. Great cultures do. If Opendoor keeps building this way… You’re not looking at a cyclical housing story. You’re looking at a $500B operating machine. Culture isn’t decoration. It’s the engine.

He studies companies for fun. Takes them apart. Reads their histories. Understands how they win — and how they die. Then one day, he’s on a flight. And he can’t stop thinking about Opendoor. That’s not random. That’s pattern recognition. When someone who deeply understands: • Business models • Capital allocation • Market structure • Founder dynamics Chooses to dedicate their life to one company… Pay attention. $AMZN didn’t look obvious early. $UBER didn’t look stable early. But the builders inside knew. Opendoor isn’t a side project. It’s a conviction bet on rebuilding real estate from first principles. And when someone who analyzes companies for sport says: “This is worth my life’s energy.” That’s signal. $OPEN isn’t trying to be incremental. It’s aiming at infrastructure scale. That’s how you build a $500B company.

This is bigger than margins. It’s bigger than spreads. It’s bigger than quarters. “When kids grow up in homes that their parents own, their life outcomes are better.” That’s the mission behind Opendoor. Not just buying and selling houses. Increasing access to homeownership. Because homeownership: • Builds generational wealth • Stabilizes communities • Improves educational outcomes • Changes family trajectories Real estate isn’t just an asset class. It’s the foundation of the American middle class. $AMZN improved access to goods. $UBER improved access to mobility. $OPEN is improving access to ownership. And when you align: Massive TAM Structural societal need Long-term mission Product innovation Capital discipline You don’t just build a company. You build infrastructure. If Opendoor becomes the default transaction layer for homeownership… You’re not looking at a cyclical housing play. You’re looking at a $500B platform tied to the fabric of the economy. Missions that matter attract talent. Talent builds product. Product earns trust. Trust scales markets. That’s how generational companies are built.

One of the most important lessons from Shopify: “Money now is better than money later.” Basic finance. Discounted cash flow. Time value of money. But here’s where it gets interesting. Great founders don’t just think about money that way. They think about: • Trust compounding over time • Product quality compounding over time • Network effects compounding over time • Brand credibility compounding over time $SHOP built infrastructure for online commerce. It looked small before it looked inevitable. Now look at $OPEN. If you’re rebuilding how homes are bought and sold… You’re not optimizing this quarter. You’re building future cash flows in a trillion-dollar market. Liquidity today. Trust today. Automation today. Because those compound into dominance tomorrow. Retail had its infrastructure moment. Transportation had its infrastructure moment. Real estate is next. The Shopify lesson isn’t “grow fast.” It’s: Think long. Allocate capital wisely. Build for compounding. That’s how $OPEN becomes a $500B company.

When he joined Opendoor, he didn’t start with vision decks. He started with invoices. He went through: Every employee. Every expense. Every consultant. Every invoice from the past 12 months. And he cut. Why? Because capital allocation is strategy. Most companies die slowly from: • Consultant bloat • Internal slide factories • Expense creep • “That’s how we’ve always done it” $AMZN was famous for frugality. Not because they were cheap. Because every dollar had to earn its return. Now look at $OPEN. If you’re rebuilding real estate — a capital-intensive, cyclical market — You cannot afford fluff. You need: Lean teams. Clear ownership. Capital discipline. Zero tolerance for waste. In trillion-dollar markets, the winners aren’t just visionary. They’re ruthless about efficiency. Vision builds the upside. Discipline keeps you alive long enough to reach $500B. That combination is rare.