An irony of facebook's situation.

Sheryl got her MBA at Harvard. One of the most famous cases (Extra Strength Tylenol) in one of the most famous classes (Business History) she took: in 1982, someone put cyanide in Extra Strength Tylenol capsules and killed 7 people in Chicago.

Most software founders, particularly in B2B, need to get radically better at sales. @Steli , who is the best person for explaining the scrappy stages in the beginning and then building out a team with scripts and processes, wrote a guide to:

For technical founders it is irrationally, obscenely hard to reverse years of programming (ba dum bum) that sales is a value-destroying activity. Sales is CLEARLY a value-creating activity, contingent on you have a value-creating product.

The world will not drop what they are doing to adopt your work. This is particularly true in B2B, where simply building a better mousetrap won't overcome the activation energy required to get people with additional non-mice problems to prioritize changing mousetraps today.

This is very non-obvious for founders because founders are not often people who *want* to be sold to. We often come from a background where trying out tools is a bit of a fun hobby. We like looking at all the options, making charts, and ripping out partially complete tests.

"This week I unsuccessfully trialed four software options for automating that thing that has been killing us. Our actual production process remains the same as last week. Don't worry; this was a great use of time." is not a thing you want to write in a progress report to manager.

Singing the Blues:
Taking Down an Insider Threat

"I had all of the advantages. I was already inside the network. No one suspected me. But they found my hack, kicked me off the network...

...and physically hunted me down."

Many pentests start from the outside, wanting to see how the perimeter might be breached.

This pentest started from the inside. My client wanted to assume they had already been breached, and, if breached, how far could an attacker go.

Could they stop me once I was inside?

So they snuck me in. Disguised me as a new employee. Gave me a work computer, an ID badge, an account in their system... hell, I even had a cubicle w/my assumed name on it.

The only person who knew who I really was was their CISO. Everyone else thought I was Jeremy in Marketing.

During most of the first morning, I completed onboarding, made introductions, and completed menial tasks.

But I had to act quick. I only had a week onsite. I had to hack their network while not raising suspicion.

So I set about it.

You have to understand... most "Internal Pentests" are straight forward. The hard part is breaching the network, but once you're inside, it's a target rich environment. End of Life computers, default passwords, everyone a Local Administrator...

Time for a pulp countdown now, and today it's my top 10 digital watches of distinction!

After all, why wear a Rolex nowadays?

At #10: the 1973 Seiko 06LC. This was Seiko's first LCD wristwatch: a field-effect liquid crystal display showed six digits of time continuously - you didn't need to press a button to see it either!

At #9: the 1976 Bulova Computron. The side mounted LED display meant you could sneak a peek at how long your meeting was taking without anyone else noticing. Very chic.

At #8: the 1989 Nelsonic Nintendo. This is The Legend Of Zelda version and it's perfect for letting others know you are a master of corporate strategy!

At #7: the 1975 Uranus Calculator watch. This natty number has its keypad on the bezel, which does increase its size. "How big is Uranus?" is a frequent question you'll get if you wear this.