Matthew Razzell

[Matthew Razzell @MattRazzell]

@DurvidImel This cannot be real

[Matthew Razzell @MattRazzell]

@MKBHD Just sayin 🤷‍♂️ Thanks for all the great content, keep doing what you’re doing!

[Matthew Razzell @MattRazzell]

@stalman There’s a typo in your post, Air wasn’t updated :)

[Tim Cook @tim_cook]

We were honored to host His Majesty King Charles III @RoyalFamily at our Battersea office. As we celebrated our work with @KingsTrust, St. George’s Primary School students shared beautiful Christmas artwork they made on iPad & @raye wowed us with an incredible concert!

[Tim Cook @tim_cook]

Thank you to the brilliant Aardman for creating this amazing Wallace & Gromit animation on London’s Battersea Power Station! The stop-motion animation was #ShotOniPhone and will surely get people into the holiday spirit.

[Matthew Razzell @MattRazzell]

@ElonMNews A

[Joey @JoeySadler_]

Jude Bellingham’s equaliser with the titanic music.

Somebody had to.

[Matthew Razzell @MattRazzell]

@gunsnrosesgirl3 Noooo

[Matthew Razzell @MattRazzell]

@RRHaywood Best news to start the year!!!

[Tim Cook @tim_cook]

Welcome to the era of spatial computing with Apple Vision Pro. You’ve never seen anything like this before!

[Matthew Razzell @MattRazzell]

@BasicAppleGuy Would you ever consider doing a sketch tutorial? I’d love to know more about your workflow and how you bring these pieces to life!

[Nikias Molina @NikiasMolina]

AirTags sales are dramatically going up due to increase of travel. 📈‼️

[Marc Randolph @marcrandolph]

In 2000, Blockbuster was the movie rental king with 60,000 stores and 9,000 employees. Reed Hastings and I, on the other hand, were just two Silicon Valley geeks with a DVD-rental-by-mail idea.

We’d been struggling since 1998 to find a way to make it work, and by the summer of 2000, we were finally seeing light at the end of the tunnel. Our no-due-dates, no-late-fees subscription model was a hit. Customers were pouring in and the company was growing like crazy.

Running a subscription business takes a lot of cash, since you pay acquisition costs up front while the revenue comes in over time. But it was the height of the internet boom. Cash was plentiful.

Until suddenly it wasn’t. Over a few short months, the internet bubble finally popped. The .com at the end of our name had been a badge of honor; now it was three scarlet letters. And with customers flooding in, cash was flying out. We’d spent more than $50 million getting to this point, and now it looked like our success was going to bankrupt us.

Luckily, there is a Silicon Valley play book for this. It’s called “pursue strategic alternatives”—code for “sell, and sell fast.”

The obvious strategic alternative for us was Blockbuster. Which is why, just a few weeks later, you’d have found me, Reed, and our CFO Barry McCarthy sitting at a giant conference table on the 37th floor of the Blockbuster headquarters in Dallas, getting ready to pitch Blockbuster.

The pitch was simple. We would join forces with Blockbuster. We would run the online business. They would run the stores. We would jointly develop a blended model. And everyone would live happily ever after.

And it was going great. They were leaning in. They asked good questions. Until they asked the most important question of all: “How much?”

Now, we had rehearsed this. We figured we were $50 million in the hole... so let’s go with that! Reed leaned forward confidently and told them: “Fifty Million Dollars.”

There was perfect silence. Their words were “we’ll consider it,” but we could tell they were fighting to suppress laughter. After that, the meeting went downhill fast.

Well, what doesn’t kill you makes you stronger. Or, as my father used to tell me, “sometimes, the only way out is through.” We knew there was no easy way out. We struggled for years. But we eventually did make it through. We had our IPO. We passed Blockbuster in revenue.

And today, the company that Blockbuster could have purchased in 2000 for $50 million, has a market cap exceeding $150 billion. And that company with 9000 stores? Now it’s got just one.

But what’s the lesson to take from this?

There’s certainly an inspiring one: It’s possible for a handful of people, with no prior experience in the video business, to take down a 6 billion dollar category-leading company.

But I think the more important lesson—one that Blockbuster learned too late—is simply this:

If you are unwilling to disrupt your business, there will always be someone willing to do it for you.

[Dean @Dr_DeanS]

If you are wondering why we are striking.
This is my payslip right at the very end of my second year as a doctor.

[John Cleese @JohnCleese]

Throw the BBC board out

Replace them with people who want the BBC to make the best possible programmes for the British public

[Matthew Razzell @MattRazzell]

@audible_com 🫴

[Matthew Razzell @MattRazzell]

@Mrwhosetheboss Table for explainers/ factual, structured content.

Side angle for opinion pieces/ personal thoughts or emotive content.

[Matthew Razzell @MattRazzell]

@currys Brilliant 😂

[Matthew Razzell @MattRazzell]

@jennaezarik @ijustine Omg please take that off 😂

[Matthew Razzell @MattRazzell]

@ByteReview I really like it as it is currently, however - your normal aesthetic is maybe a bit cleaner which is what draws me to your content. Maybe remove. A few items from the desk one the right of the photo and the picture (I think?) from the top left? This might simplify a little?