Patrick Vlaskovits

Budapest, 1980s.

Truly great founders are often so abnormally good at one specific thing that it makes every other deficiency irrelevant. They are the opposite of “well rounded”. This lopsided profile makes them tricky to evaluate, because the standard framework for assessing founders is a balanced scorecard: charisma, technical depth, market knowledge, talent attraction etc. These founders would score off the charts on one dimension and pretty low on many others, which averaged out to a result that often looked like a pass. But surround this individual with people who cover their gaps and it produces something that a room full of well-rounded operators never could. The ceiling of a company is almost always set by the height of its single greatest spike, not the evenness of its overall profile.

What's funny is that both the tweet and the video sort of dance around stating the brutal reality of ancient conquerors: The conquering males annihilated the conquered males en-masse to reproduce with the conquered females.

I have asked Márta Görög, Dean of the Faculty of Law and Political Sciences at the University of Szeged, to serve as Minister of Justice. The academic, professional, and public service work Professor Görög has carried out over the past two and a half decades is a guarantee that the rebuilding of constitutional order, the rule of law, checks and balances, and legal certainty will be in the best possible hands.

We went through 25,000 emails over 12yrs and calculated the average email response times across 10,000 seed founders. The ones who went on to build big companies replied twice as fast as everyone else. The gap was much bigger than we expected. It held across timezones, vintages and verticals. The emails from successful founders were also 20-30% shorter on average. Speed is usually good evidence of a founder being relentless about things that actually moved the company forward. By not letting small decision backlogs accumulate, those minor efficiency gains compound exponentially across thousands of interactions a year. The slow responders had longer, more polished, better written emails. But they often arrived a day (or more) late. One truism in VC is that the best founders are too busy and don’t have time to respond. Our work shows this to be unequivocally false. You can fake a lot of things as a founder. You can't fake speed.

George Washington was Yamnaya horse lord

The collapse of trust in science is going to go down in history as one of the most sad, bizarre, and destructive social contagions of modern times. We fed billions, cured diseases and powered nations - yet people ran toward conspiracies instead.

The future of leisure is fitness, running clubs are replacing night clubs for young people, alcohol consumption is falling, and oral GLP1s are going to melt literally billions of pounds of visceral and subcutaneous fat in the next decade in America. The future is gonna be fit as hell (and a little bit boring)

東京でハンガリー料理を食べるなら⋯ ・カジュアルに本格的な🇭🇺料理を食べたい→Döbrögi(溜池山王) ・日本とハンガリーの交流の歴史に思いを馳せたい→キッチンカントリー(自由が丘) ・おしゃれに🇭🇺料理を楽しみたい→アズフィノム(神宮前) です (個人の意見ですが、ご参考まで！)

Europe is not just about geography, it's also about the values and principles we share. That’s why we are glad to welcome Canada at the European Political Community meeting today to discuss common issues. We will be talking about connectivity, but also resilience to the threats we are all facing. My doorstep ↓

Jeff Bezos reveals the moment an early Amazon executive told him he had enough ideas to destroy Amazon: "Early in Amazon's history, Jeff Wilke came to me one day and said, Jeff, you have enough ideas to destroy Amazon. You have enough ideas per minute, per day, per week to destroy Amazon." "I was like, what do you mean?" "He said, you have to release the work at the right rate that the organization can accept it." "Every time I released an idea, I was creating a backlog, a queue, work in process. It was just stacking up, it was adding no value. In fact, it was creating distraction." "So I started prioritizing the ideas better, keeping lists of them, keeping them to myself until the organization was ready for the ideas."