whitwell247

Fiduciary | Modern family-office for $5M+ founders & families.
Tax-forward coordination + non-traditionally investing.
Exit planning. Dad (4x), BJJ, violinist.

[whitwell247 @Whitwell247]

One bad loan. $50 Million gone.
No tax plan. No asset protection. Total collapse.

This was the moment everything changed and why we now help clients avoid the same mistakes. If you’re building wealth without a plan… This is your wake-up call.

#genesisstory #entrepreneurfailure #assetprotection #wealthplanning

[Jaynit @jaynitx]

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once

No other CEO on Earth does this:

1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached.

2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way.

3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else.

4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him.

5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary.

6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company.

7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

[whitwell247 @Whitwell247]

https://t.co/JaEHb08tV3

[whitwell247 @Whitwell247]

Learning loops are now one of the most essential levers through which companies will create value going forward. Not education. Adaptive learning.

[Satya Nadella @satyanadella]

https://t.co/vLmiBKTtX3

[whitwell247 @Whitwell247]

Insane!

[Massimo @Rainmaker1973]

Possibly the most technical goal in football history

[whitwell247 @Whitwell247]

WHITE PAPER | ENTREPRENEUR FINANCING SERIES
The 25% Problem: why successful entrepreneurs get declined by the bank, and how to finance your home anyway. A joint paper from Whitwell & Co., LLC and Condon Capital Group.

https://t.co/9KrR8WRez1

[whitwell247 @Whitwell247]

The Meaning of Money https://t.co/NWsAYoJNQ0

[Deedy @deedydas]

Billionaire Michael Milken joked “if a US company replaces the US-born CEO with a CEO born in India, I buy the stock”

But he reveals he hasn’t backtested the idea.
So we did.

In the last 15yrs, that would’ve 50x’d your money: 7.5x more $$ and >2x IRR vs S&P500: 30% vs 14%!

[whitwell247 @Whitwell247]

Spark Tank https://t.co/vLzyTIJqOL

[Mario Nawfal @MarioNawfal]

The moment Maikel Melero reminded everyone why he’s got 5 world titles and absolutely zero fear.

That level of control is honestly ridiculous.

[whitwell247 @Whitwell247]

@alifcoder Ebook

[whitwell247 @Whitwell247]

Spark Tank: Edition 7 (Watch start-ups pitch in 3 min to veteran VC judges) https://t.co/VkuzNXkcVx

[whitwell247 @Whitwell247]

@TedPillows No kidding. The most painful interview ever.

[whitwell247 @Whitwell247]

Epic TV interview fail. Funny as get all. Never seen anything like this.

[whitwell247 @Whitwell247]

That’s incredible. Just insane.

[Marcus Milione @MarcusMilione]

The sub 2 hour marathon barrier has been broken in London

Sabastian Sawe: 1:59:30
Yomif Kejelcha: 1:59:41

4:34/mile for 26.2 miles... insane

[whitwell247 @Whitwell247]

Agree!

[whitwell247 @Whitwell247]

Spark Tank #4 https://t.co/J3byXTATWV

[TFTC @TFTC21]

Anthropic CEO Dario Amodei: “50% of all tech jobs, entry-level lawyers, consultants, and finance professionals will be completely wiped out within 1–5 years.”

[whitwell247 @Whitwell247]

The Meaning of Money with Mark Ferrier https://t.co/XpCNCiH8C0

[Ihtesham Ali @ihtesham2005]

Charles Schwab ran the largest steel company in the world.

He had access to every consultant, every system, every productivity tool available in 1918.

He said a 15-minute conversation with a man named Ivy Lee was the most valuable business advice he ever received.

He paid him $25,000 for it. The advice fit on an index card.

Ivy Lee was not famous. He was not a philosopher or a scientist or a professor at a prestigious institution. He was a productivity consultant who had spent years watching extremely capable people fail to do their most important work, and he had developed a precise theory about why.

The theory was not complicated. It was uncomfortable.

The reason most people never do their most important work is not that they lack time. It is that they never decide what their most important work actually is. They arrive each morning at a pile of tasks with roughly equal claim on their attention, choose based on whatever feels most urgent or easiest in that moment, and spend the day moving through a list that was never designed to move them forward. They are busy in a way that feels productive and accomplishes far less than it should.

Lee asked Schwab for 15 minutes with his executive team. Schwab agreed. Lee walked them through six steps. He asked them to try it for three months and pay him whatever they thought it was worth.

Here is the system.

At the end of every workday, write down the six most important things you need to accomplish tomorrow. Not ten. Not twenty. Six. If you cannot decide what matters enough to make that list, you have already identified the real problem.

Prioritize those six items in order of their true importance. Not urgency. Not ease. Importance. The thing that will matter most three months from now goes first, regardless of how uncomfortable it is to start.

When you arrive the next morning, begin immediately on item one. Work on it until it is finished. Do not touch item two until item one is complete. Do not check email. Do not attend to whatever walked through the door. Item one, until it is done.

Move through the list in order. If you reach the end of the day and items four, five, and six remain untouched, move them to the next day's list without guilt. They were not the most important things. The most important things got done.

Repeat this process every day for the rest of your working life.

That is the entire system. Six steps. Four minutes the night before. No app required. No morning ritual. No tracking software. An index card and a pen.

What Lee understood that most productivity systems miss entirely is that the bottleneck in human performance is almost never capacity. It is prioritization. The average knowledge worker has more than enough hours in the day to accomplish something significant. What they do not have is a forcing function that makes them decide, the night before, in a calm moment free from the noise of the incoming day, what significant actually means for them tomorrow.

The morning is the worst possible time to make this decision. The morning brings email and notifications and other people's priorities and the accumulated urgency of everything that did not get done yesterday. By the time most people have decided what to work on, an hour is gone and the decision was made by their inbox rather than by them.

Lee's method moves the decision to the evening, when the day's noise has settled and the mind can assess without distraction. The prioritization is done before the chaos begins. Which means the next morning, there is no decision to make. There is only execution.

The second insight embedded in the system is the single-tasking constraint. Item one, until it is finished. Not item one until something more urgent appears. Not item one until you have checked in on items two through six. Item one, finished, before anything else receives your attention.

This runs against every instinct that modern work has trained into people. The entire infrastructure of the contemporary workplace is designed to fragment attention. Email expects a response within hours. Slack expects a response within minutes. The open office assumes that any question is more important than whatever the person being asked is currently doing. The result is a workforce that is in constant motion and making almost no progress on anything that actually matters.

Lee's method is a direct refusal of this dynamic. It does not negotiate with urgency. It does not make exceptions for whoever shouts loudest. It asks you to decide, once, what matters most, and then protect that decision from everything that will try to override it the next morning.

Charles Schwab ran Bethlehem Steel. He had seven hundred employees. He had more operational complexity, more competing demands, more legitimate urgency than most people reading this will ever face.

He tried the system for three months.

Then he sent Ivy Lee a check for $25,000 and a note saying it was the most valuable business advice he had ever received.

The system has not changed. The morning has not gotten less chaotic. The inbox has not gotten smaller.

The only variable that was ever under your control was what you decided the night before.

Six things. In order. Starting with the first.

The most valuable productivity advice in history is still free.

Most people will read it, find it obvious, and go back to checking email.

[whitwell247 @Whitwell247]

Speed matters.

[Founder Mode @Founder_Mode_]

Elon Musk was asked why his companies move faster than anyone else.

His answer:

"I'm constantly addressing the limiting factor. Whatever the limiting factor is on speed, I'm going to tackle that. If capital is the limiting factor, I'll solve for capital. If it's not the limiting factor, I'll solve for something else."

He then said something most managers never figure out:

"If something is going really well and making good progress, there's no point in me spending time on it."

"The irony is if something's going really well, they don't see much of me. But if something is the limiting factor, they'll see a lot of me."

He spends his time entirely on whatever is blocking the next step.

Not on what's interesting. Not on what he's best at. But on whatever is the bottleneck right now.

Most leaders do the opposite... They gravitate toward what they're comfortable with and away from the hard problem.

From: @dwarkesh_sp and @collision