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Saved by @valley_angelo

Once @chamath explained how they put Facebook on the path to 1 billion users. 🚀

He ignored the idea of ‘making it viral’. Instead, he decided to focus on making the product useful for the user.

Find more below 👇

 Understand core product value i.e. define ‘a-ha moment’.

At Facebook, it was creating a real connection with someone.

PS: Core product value is really elusive and most products don’t have any. 🤷‍♂️
A massive amount of complexity compressed in simplicity can be extremely useful.

The growth team created a framework in which they applied 3 very simple principles:

1⃣ Measuring
2⃣ Testing
3⃣ Trying
However, at some point, viral actions started driving growth. Chamath strongly opposed.

You need to know where the real growth comes from.

‘Do not focus on viral actions. Don’t touch it.’
Instead, they focused on the 3 most difficult and hard problems that any consumer product has to deal with:

✅ How to get people at the front door
✅ How to get them to ‘a-ha moment’ as quickly as possible
✅ How to deliver them core product value as often as possible
You have to figure out the metrics for the above and then ignore the urge to just 'go with your gut' without testing. This is usually due to ego: someone wants to feel that their 'gut' is right.
So, figure out the above metrics and figure out how to improve them. 📈

Things that scale understand that principle, intuitively or explicitly.
‘After all of this is done, you can think about how to make people get more people.

That single decision about not even allowing the conversation to revolve about 'virality' in my opinion was the most important thing that we did.’
It is the discipline to not optimize for short things that give you the shortest and most immediate ROI. It is never sustainable that allows you to build something useful.
1⃣ Give up ego. You have to be comfortable not being rewarded in the short-term.
2⃣ Invalidate all of the lore. Disapprove all of the random anecdotal nonsense. Do not believe in the ‘gut feeling’. Most people are wrong.
Most people don’t have a culture that allows those two things to happen in the company. 🤷‍♂️

Don’t believe in BS. Otherwise, you start to compound two massively structural mistakes:

❌ Don’t expose core product value
❌ Don’t allow real engagement and real product value to emerge
Important footnote ❗️
Don’t alienate long tail. They trust you and use the product. It is the biggest risk.

It is not visible in top-level metrics. 👀
After all the testing and the iterating single biggest thing they realized was to get any individual to 7 friends in 10 days. Keystone. Not much more complexity.
From that point, nothing else was important. Every meeting was all about it. No monetization. Nothing else. Full focus.

With the potential for huge network effects, they didn't want to do anything to slow down until they got the network effects.
'Everything else was easy after we understood the core strategy.'

The most important framework you can organize on an entire company.
When you look at big companies now that often face stock fluctuations and you may think it is a growth problem.

It seems numerically as a growth problem.

What it really is is product value and culture problem.

They should come back to the basics 👇
https://t.co/enVMovDfFQ

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Vibhu Vashisth
@VIBHU_Tweet
RANI GAIDINLIU:THE LESSER KNOWN FREEDOM FIGHTER

Rani Gaidinliu joined the freedom struggle at 13 &was sentenced to life imprisonment at 16."We r free people—the White should not rule over us.”Thus calling out to her Zeliangrong tribesmen was the voice of 13yr-old Rani Gaidinliu.


She joined the freedom struggle in the present-day Northeast India. Today, her struggle is lost in history as most of her countrymen wouldn’t even have heard her name. B'coz our history textbooks tell us that only Mahatma Gandhi &Pandit Nehru got India its Independence.


At 16 yrs of age, this valiant girl was sentenced to life imprisonment for leading a movement to drive out the colonial rulers from Manipur and Nagaland. Nevertheless, she was released in 1947 after India’s independence and was given the title ,"Rani of Nagas".


EARLY LIFE AND HERAKA MOVEMENT

Gaidinliu belonged to the Rongmei clan of the Zeliangrong tribe in the Tamenglong district of western Manipur. Born on January 26, 1915, she was fifth among eight children.


Her native village was Nungkao, which is present day Tamenglong distt. Brought up in a specially backward region,she couldn't receive any formal education. However,this didn't stop her from joining the freedom struggle. At the age of 10 she came under the influence of her cousin.
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Aditya Todmal
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@AdityaTodmal
MASTER THREAD on Short Strangles.

Curated the best tweets from the best traders who are exceptional at managing strangles.

• Positional Strangles
• Intraday Strangles
• Position Sizing
• How to do Adjustments
• Plenty of Examples
• When to avoid
• Exit Criteria

How to sell Strangles in weekly expiry as explained by boss himself. @Mitesh_Engr

• When to sell
• How to do Adjustments
• Exit


Beautiful explanation on positional option selling by @Mitesh_Engr
Sir on how to sell low premium strangles yourself without paying anyone. This is a free mini course in


1st Live example of managing a strangle by Mitesh Sir. @Mitesh_Engr

• Sold Strangles 20% cap used
• Added 20% cap more when in profit
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• Kept rolling up profitable leg
• Booked loss in calls
• Sold only


2nd example by @Mitesh_Engr Sir on converting a directional trade into strangles. Option Sellers can use this for consistent profit.

• Identified a reversal and sold puts

• Puts decayed a lot

• When achieved 2% profit through puts then sold
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Mitesh Patel
Mitesh Patel
@Mitesh_Engr
Again sharing bank nifty intraday weekly straddle. How to play by selling straddle.
Mostly will work on Monday to Wednesday. Sometimes on Friday.
Why to pay your money to learn this if u can get it here.
U need only practice.
Let’s go.

Say bank nifty future is at 32000.
Sell both 32000 call and put.
Considering current volatile market lest say premium on Monday morning is 350 on both sides.
Sold with 700 points combine premium.
If bank nifty will trade in narrow range say +\- 100 hold it.
If moving 200 points

then exit previous sold straddle. Sell new one. Let’s say BN moved +200
Now sell 32200. If bank nifty will move here within range then u will get profit through theta decay. Follow same procedure for next 150-200 pts move.

This is only for single straddle sell position.

Now in second case sell three straddle. 31900/32000/32100
In case of 100 points move no need to change.
If 200 + then future is 32200.
Exit 31900 and sell 31200 straddle.
If moving another 100 then exit 32000 and sell 32300. Continue same with 100 points move.
If no move then

it will consolidate between 32000-32200 or 32100 to 32300 and u will get theta decay.

This is for normal move. Sudden big move may come anytime. So keep SL in system.
If u r selling at 350-350 then keep SL in system 475 for both legs.
Practice it. No need to attend webinar.
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The Secret CFO
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@SecretCFO
If you are the CEO or CFO at a business who banks with SVB; here are some things you CAN do over the weekend

1. Build a 4 week rolling daily receipts and payments style cashflow forecast.

2. Gear up finance team to actualize & reforecast every AM by 10am

3. Schedule a Daily Cash Management Crisis call for 10am every day. CEO to chair

4. Redirect any future cash receipts / revenue into non SVB accounts. Don’t throw fresh money on the fire.

5. If SVB is your only current bank. Open accounts with 2 other AA or A rated banks.

6. Go supplier by supplier and grade them a, b or c
a - showstoppers
b - pay if you can
c - don’t pay

You want as few a’s as possible, ideally none.

7. Find out how to get your $250k FDIC cash.

8. If you are able to pull any deposits or bonds back into a non SVB account. Do it. Put hands on any liquid you can.

9. Communicate a salary deferral plan with your top team. CEO takes the most pain $ and %. Important signal.

10. Elevate sign off of all new POs to CEO and CFO jointly. Don’t sign any off.

11. Make a list of ‘survival headcount’. The bare minimum on which the business can operate.

You may need this to prioritize payroll later.
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Billy Bostickson \U0001f3f4\U0001f441&\U0001f441 \U0001f193
Billy Bostickson 🏴👁&👁 ...
@BillyBostickson
1. Mini Thread on Conflicts of Interest involving the authors of the Nature Toilet Paper:
https://t.co/VUYbsKGncx
Kristian G. Andersen
Andrew Rambaut
Ian Lipkin
Edward C. Holmes
Robert F. Garry

2. Thanks to @newboxer007 for forwarding the link to the research by an Australian in Taiwan (not on

3. K.Andersen didn't mention "competing interests"
Only Garry listed Zalgen Labs, which we will look at later.
In acknowledgements, Michael Farzan, Wellcome Trust, NIH, ERC & ARC are mentioned.
Author affiliations listed as usual.
Note the 328 Citations!
https://t.co/nmOeohM89Q


4. Kristian Andersen (1)
Andersen worked with USAMRIID & Fort Detrick scientists on research, with Robert Garry, Jens Kuhn & Sina Bavari among


5. Kristian Andersen (2)
Works at Scripps Research Institute, which WAS in serious financial trouble, haemorrhaging 20 million $ a year.
But just when the first virus cases were emerging, they received great news.
They issued a press release dated November 27, 2019:
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This spring at SxSW, @SusanWojcicki promised "Wikipedia snippets" on debated videos. But they didn't put them on flat earth videos, and instead @YouTube is promoting merchandising such as "NASA lies - Never Trust a Snake". 2/


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Why Gain/loss ratio is important that the batting average
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Treat Trading as a business:
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• Any trader should atleast experience 3 scenarios i.e. bull, bear & consolidation
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Stock Selection:
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A THREAD ON @SarangSood

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Have covered:
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2. Workbook
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Makes 7-8 different strategies to give him a sense of what's going on.

Whichever gives highest profit he trades in.


2. Theta falls when market moves.
Falls where market is headed towards not on our original position.


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He believes in a market operator, if market mover sells volatility Sarang Sir joins him.


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Sell when Vega is falling rather than for theta decay. You won't be trapped and higher probability of making profit.
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X : Our executive team is concerned that we need to up our game in order to out innovate Amazon.
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X : Yes
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X : No. What's that?
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X : I don’t see how that helps with innovation?


Me : Well, innovation is a tricky word because we use it to describe many things. If you’re talking about differentiation with the adjacent unexplored then you’re experimenting in the “uncharted” space e.g. immortality with magic provided by the special custom built kettle.


X : That sounds like nonsense.
Me : A lot of what people think will be the next great innovation is nonsense. Actually, most of it is. That’s the nature of the uncharted space, it’s experimental, high risk and generally results in failure.
X : We need more reliable innovation.
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This is a pretty valiant attempt to defend the "Feminist Glaciology" article, which says conventional wisdom is wrong, and this is a solid piece of scholarship. I'll beg to differ, because I think Jeffery, here, is confusing scholarship with "saying things that seem right".


The article is, at heart, deeply weird, even essentialist. Here, for example, is the claim that proposing climate engineering is a "man" thing. Also a "man" thing: attempting to get distance from a topic, approaching it in a disinterested fashion.


Also a "man" thing—physical courage. (I guess, not quite: physical courage "co-constitutes" masculinist glaciology along with nationalism and colonialism.)


There's criticism of a New York Times article that talks about glaciology adventures, which makes a similar point.


At the heart of this chunk is the claim that glaciology excludes women because of a narrative of scientific objectivity and physical adventure. This is a strong claim! It's not enough to say, hey, sure, sounds good. Is it true?
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