One of the things I learned from @KentBeck years ago was to see cohesion in terms of divergent change rates. If you have a class and there's a set of methods that you tend to change together while leaving others alone, that set of methods could be a separate responsibility.

Once I saw this, I went so far as to write a script to mine classes in Git and find clusters of methods that all seemed to change at the same time.

Often the results were not surprising. You could've see new responsibilities emerging just by looking at the names of methods and variables. But, sometimes this time view of the code was the first indication that a class was trying to split.

Code isn’t special that way. This is all systems stuff. If you have a group of 10 people and 3 of them often change their minds together, you can start to see them as a separate group. They may even start to see themselves as a separate group. Why does this happen?

At its base, it’s because of the tension between N and N^2. As the number of things increases, the number of possible interconnections grows (bounded by N^2). It’s harder for 10 people to coordinate than 3, so we shouldn’t be surprised to see groups from cliques periodically..

Bill Gates got lucky.

With an IBM deal he signs in 1980.

Here's the hidden truth about the rise of Microsoft:

So we all know the Bill Gates story.

A brilliant kid who loves computers.

Drops out of Harvard in 1975 to start Microsoft with his childhood friend, Paul Allen.

Gates and Allen originally sell code interpreters to companies like MITS (Micro Instrumentation and Telemetry System).

In 1976, their revenue is $16,000.

By 1978, Microsoft hits $1 million in revenue.

But they were far from taking over the world.

Until...

In 1980, IBM asks Gates to build them an operating system for their new personal computers.

He had never done this.

So Gates directs them to his friend Gary Kildall from Digital Research.

The IBM-Digital Research meeting goes poorly.

The two parties argue over non-disclosure agreements and other legal issues.

Eventually, IBM offers Digital Research $250,000 to build the operating system.

They refuse.

"We will only do royalties."

0/ If you’re an SMB operator and want to increase the value of your business, focus on 2 things above all else.

1. EBITDA: how much $ do you make
2. Risk: how reliable is the $ you make

Enough has been written about #1. Here are 5 things you can do to tackle #2:

[THREAD]

1/ All 5 of these tactics are a function of the same guiding principle:

Spend more time working ON the business, not IN the business.

Your job as CEO is to consistently:

- Identify opportunity
- Execute once
- Set process
- Delegate
- Fire yourself

With that said…

2/ Establish your focus

Most SMBs survive in the early days through 1-2 key customers.

If you do a good job, they'll give you more business.

That's the trap.

If it's not in your core focus, resist the urge.

If you don't you'll become a consulting firm for 1 customer.

3/ Eliminate Key Man Risk

SMBs are overly reliant on a small handful of individuals to run the operation.

Implication: Most knowledge about the business sits in the heads of a few people.

Take the time to develop strong Tier 2 management - this creates redundancy in the org

4/ Institute Operating Process

Strong Tier 2 management isn't good enough. You need knowledge to live in docs and systems, not just in brains.

Every dept should have a stand alone playbook.

An easy test: "how quickly can somebody that knows nothing about the dept. plug in?"

HDFC Life Concall was today at 5.15 pm

Here are the key highlights of the Conference call 😀👇

@dmuthuk @datta_arvind @Vivek_Investor @connectgurmeet @Prakashplutus

Business Updates:

• Continue to see pickup in saving business.
• Growth is there both in volume of policy and increase in ticket size.
• Market share remained increasing at 27% and is increasing gradually.
• Solvency Ration remained at 202%.

• Bank Assurance Channel has grown 22%. Agency Channel continuous to gain growth. HDFC Bank remained growth drive.
• Company is continuously partnering with new channel partners.
• Risk Management has been constantly watched and remained on track.

• Product Mix across key channels shown is growth gradually.

New Scheme Launches: Company has yesterday launched new health plan with add on features.

Tax:
• Tax is now no longer a reason for the people to buy insurance, as customer perspective towards Insurance is improving.

Saving
• Savings have been coming back to the growth target.
• People during the covid and post covid is continuing the saving plan.

If you’re a Startup trying to compete with a Megacorp—the 800-pound Gorilla in the space—you need to understand the tax inherent to being a Gorilla

And then you need to make that tax work against the Gorilla—with your product's positioning & features

A thread on Gorilla taxes👇🏾

1/
Collaboration Tax

Getting two or more product groups at a megacorp to collaborate on creating a seamless end user experience is the hardest problem in computer science.

(I am not joking)

Examples of Collaboration Tax:

Calendly exists because the Gmail team & Calendar team haven’t worked together on creating a more seamless experience for that use case.

Loom might succeed because the Gmail, Video, Meet teams at Google are probably too busy with their own goals.

The takeaway for startups:

If you can create meaningful value by seamlessly integrating features of two or more distinct Gorilla products, you will typically have a lot of runway before the Gorilla can get its act together and eliminate its Collaboration Tax.

2/
Denominator Tax

Once a Gorilla’s product reaches massive scale (i.e. the denominator for its metrics gets very large), the pressure of OKRs & incentives will often force the Gorilla’s product teams to prioritize breadth of usage more than depth of usage.

A thread on how real estate investors, developers and operators can make millions a year and pay almost nothing in TAXES by using depreciation, bonus depreciation, and 1031 exchanges.

How it works:

Depreciation is the act of slowly, over time, deducting the initial expense of an asset against your taxable income. Generally over a 27.5 (residential) or 39 (commercial) yr time frame. So each year you can write off 2-3.6% of the purchase price against your income.

Thats a big deal. We're buying a new property, a $3MM self storage facility. Thats a $60k a year write off against about $260k in NOI and 200k in cashflow on a $3MM deal.

It makes 30% of our cashflow tax free.

Very powerful but there is much more to it...

Different parts of the asset can be depreciated on different schedules.

We'll have a cost segregation study done to split up the depreciable lifespan of different parts of the building. The raw land can't be depreciated so you have to give that a value.

But other items can be depreciated on a quicker timeline. A roof, road, sidewalk, fencing, walls, gates, doors, latches, flooring, air conditioners, pavers, curbing, landscaping, etc.

The IRS has a depreciation schedule for each type. Some parts are 5 yrs. Others 15 years...

@KhayaMaloney Thank you very much for reading all the way.

So SARS is not lying.

These companies hire big guys are transactional advisors who help with structuring the deals.

The tax specialists use the income tax act to help minimize the tax obligation of their clients - tax avoidance

Tax thread: Employees vs independent contractors.

1. Legally, the two terms are mutually exclusive and are direct opposites... https://t.co/jR0PBMp32M

Employee works for an employer.
Independent contractor is basically an entrepreneur.

2. This highlights two key points:

An employer has some measure of control over the employee.

An "IC" (short for independent contractor) is "his own boss".

It is the responsibility of the employer to determine that a person is either an employee or an IC.

3. Where does PAYE come into play? PAYE is deducted from remuneration. Remuneration applies to employee earnings, whereas for IC's (on certain conditions), their earnings can be excluded from remuneration and therefore no PAYE.

This difference is the scenario of yesterday.

4. There are two important tools: Statutory tests and common law tests. They can be used to determine employee/IC status.

The statutory test is to see if a person is independent from 1: the person paying them;
2 who the work is done for

AND

5. Whether the person is subject to two main things: Control, OR
Supervision

If the person is not independent from the employer (for both the work and the pay) AND the employer has control or supervision of the person - PAYE will apply.

If you make more than $100k per year you should have a Virtual Assistant.

If you don't, you're wasting your time on stuff that doesn't matter.

Here's the process I've created to find, interview, and manage great VA's after doing this for 5 years:

There's a lot of tasks you work on that are well below your intellectual capability.

Booking haircut appointments, ordering groceries, and finding flights is a waste of time.

First, you want to find out what tasks can you delegate.

Here's how:

Track everything you do every 15 minutes in a spreadsheet. Create 3 columns w/ the below questions

1. Do I like doing this?
2. Is it repeatable?
3. Can it be delegated?

If the answers are No, Yes, Yes -- you've found tasks to delegate!

We'll jump back into these tasks later.

Before we learn how to find them, let's understand the types of VA's:

1. Individual Freelancers (Low cost & High cost)
2. Agency VA's (High cost)

My experience has been with low-cost VA's (under $6/hour). I've gotten the same level of quality that I would with most US VA's.

Now, here's how we craft the right job post to attract the best ones: Be as specific as possible with what you expect. Here’s an example:

Also ask for a screenshot of their computer specs & internet speed results and a 2 min video of their background & why they want the job.

Audience Building 101

Every company in the world is an audience company.

Whether it's a Media, VC, or DTC business, if you're not building audience Day 1, you're not prioritizing the right things.

Here's my framework for thinking about & building a killer audience 👇

I call it the Audience Funnel.

The concept is simple, but it allows you to...

1) Think strategically about building your own audience

2) Analyze the relative strength of other companies' audiences

3) Understand the similarities & differences of different audience channels

The Audience Funnel is divided into three tiers, which include:

1) Rented Audience

2) Owned Audience

3) Monetized Audience

Tier 1: Rented Audience

𝗪𝗵𝗮𝘁: This is your top of funnel. It allows you to build mass awareness & is key for developing a relationship with your audience.

𝗣𝗿𝗼𝘀: High shareability, high discoverability

𝗖𝗼𝗻𝘀: You don't own your audience

Examples of Rented Audiences

- Social networks (IG, FB, Twitter, TikTok)
- Video platforms (Twitch, YouTube)
- Search engines (Web content)

Examples of Businesses with Big Rented Audiences

- @BuzzFeed (Instagram)
- @GoPro (YouTube)
- @charlidamelio (TikTok)

Young, early stage founder asked for any hiring thoughts - figured worth sharing with the twitter-verse if they can be helpful.

1a) Make people do the work they are going to do for you during the interview process.

1b) People talking about work and experience is basically useless, except to evaluate whether this job "makes sense" for someone at this stage of their life - do the dots connect or not? If you can convince people to do a contract project for a month first, even better.

2) Optimize for IQ/horsepower. Talent overruns experience in like 3-6 months and never looks back. If you love someone, but they are missing a skill, you're better off getting them to learn it than hiring someone more skilled but with less upside.

3) Optimize for low drama and ease to work with, in all ways. You want people who just want to get shit done and enjoy themselves, not people who want to bring their personal drama into the workplace.

4) People who went to the best state school in the state they are from, and were overqualified for that school, tend to be undervalued and have a great low ego/high execution/high IQ ratio. They have ivy league brains with middle class values.

I learned an important lesson in business when I launched a new retail category early in my career at Amazon: Fail Fast! I spent 18 months shipping a product that should have taken a few months, delaying the oppty to learn and adjust to our initial failure. Here's what happened:

I was originally hired at Amazon on the business development team. After a year I got recruited to help ship a new computer store and run merchandising. I jumped at the opportunity to launch a new business and learn new skills. Amzn was great at creating these opportunities.

Two weeks after joining the retail team, I was in a meeting presenting our pro forma P&L for our computer store launch. I was forecasting inventory turns and gross margins. It was exciting to be thrown into the deep end. I felt like I was at a start-up inside of a start-up.

Our store was predicated on a deal w/ HP that had been part of their earlier bid to win our datacenter biz. Amzn had driven a hard bargain, and when HP couldn't go any lower on server prices they offered to pay us $10M to be our anchor tenant in a new computer store.

HP's consumer business was getting disrupted by Dell who had invented configurable on-line ordering + on-demand manufacturing. HP thought they could fight back by leveraging retail distribution. They would plug their yet-to-be-developed configuration engine into our front-end.

10 reasons your product will fail.

Words: @BrianNorgard

↓

1. Too complex

2. Can't be easily described

Time for #PapersThatMakeYouGoHmmm! A weekly summary of new ML papers from arXiv that make me think one or more of:

1. That looks useful!
2. That's an interesting approach!
3. A business could be built around this!
4. How did they do that?!

Argument Schemes and Dialogue for Explainable

Neural Fitted Q Iteration based Optimal Bidding Strategy in Real Time Reactive Power

A design of human-like robust AI machines in object

Single Shot Multitask Pedestrian Detection and Behavior

My path as a founder:

a. didn't do any marketing - no growth
b. hired an agency - no growth
c. became a marketer - 4x growth in 1 year

Skip a and b.

Step c. helped me make sales, and I had enough money to hire a content writer, then a marketing project manager.

She became head of content, then CMO, and now has her own team.

Now, when we know more about what works, we successfully hire agencies.

But as a founder, you never stop being a marketer.

You always think about the distribution of your product, ideas. And not just to your customers, to your investors, team, press, public.

Copywriting is a skill that never goes out of need.

It is hard to build a profitable internet business at scale in India, but not impossible. Let me talk about ixigo's FY2020 performance. But first, the back story (with @rajnishkumar)

It was 2016. We had 3 Million MAUs (mostly organic) and were getting closer to 20 crores annual revenue. We were trying to raise money because we had just 12 months of burn left in the bank.

Out of many conversations, I remember one with a VC in our office who asked us our CAC-LTV ratio. TBH, we didn't track it in those days because we always made money on the first transaction itself and didn't spend a lot on customer acquisition, but I remember the look we got !

Yet another one gave us advice - "Look it's been 10 years since launch, travel is done and dusted, why don't you guys try doing something else". We felt dejected for a bit but went back to work the next day - not the first or last time we would face rejections.

I met @shaileshlakhani (after many years) at an Unpluggd event in Bengaluru in early 2016, and we sat down to chat about ixigo. He was the first investor we met in a long time who saw us not for who we were but for who we could become.

Seeing a ton of (warranted) criticism re Dems on impeachment — but like where was everyone? We know politicians don’t act boldly if we’re not in the streets to make them. But multi million dollar “movement” orgs are writing petitions & posting graphics instead of organizing

I will always remember the first impeachment trial- pre-Covid-, when a mere 10,000 people marched in NYC. Dems are cowardly and ineffective, and Republicans are fascists but also the grassroots left is all over the place and has some reckoning to do.

These groups have millions of people on their email lists. How are they using that platform? There was zero coordinated national action(not emails, but action) re impeachment that I saw. Not even an ask to post something on social media or take a photo, let alone in person.

And I’m putting the focus on the people with money and resources to organize rather than on Individuals trying to survive a pandemic intentionally.A smattering of groups did some impeachment texting or phonebanking. That’s all I know about.

And because of this lack of direction from the people with resources (seeing this in the climate movement too) local groups or affiliates are getting wrapped up in super local politics, which while fine, is not going to move the national Democratic Party the way we MUST.

There is a world shortage of chocolate. People are dying because they do not eat enough chocolate. A company, AstraChocolate, one of the few companies that knows how to manufacture chocolate bars, enters into contracts with governments worldwide. 1/

Most of these governments agree to fund AstraChocolate's efforts to research and secure production of highly nutritient chocolate bars. In exchange, AC promises it will deliver X chocolate bars per day to governments once they are produced. 2/

Because edible, safe, chocolate bars need to be approved by national and international regulators, their production and manufacturing takes a while. To ensure a smooth supply chain, AC and other similar companies use factories all around the world. 3/

In Europe, AC uses mainly three manufacturing sites: one in the UK, one in Germany and one in Belgium. In its dealings with governments, AC has promised to deliver 500m of chocolate bars to the EU and 100m to the UK by March 2021. 4/

Now this is a mighty task and there are bumps along the way. Nobody has ever produced edible, safe, super-nutrient chocolate bars at that speed and under that much public scrutiny. So AC and other, similar companies, like Cfacao-BionChoc run into some supply problems. 5/