Azlan

[Azlan @azlan_munir]

@yoramdw @martinvars @JTLonsdale @PalmerLuckey @adcock_brett Such a pointless list which doesn’t even have Jensen, Zuckerberg, Bill Gates or Steve Jobs.

[Azlan @azlan_munir]

@Zee_Surfer Does this apply to BPD women too?

[Felix Rieseberg @felixrieseberg]

Hi, I'm Felix. I'm an eng lead working on Claude. I love watching people take flight and do things they never thought possible.

We often describe that as "being more ambitious" when using AI, which is tricky advice to follow. I wrote a tutorial:

https://t.co/vNPPs5FWm8

[Azlan @azlan_munir]

@xansnds Well written. How does one effectively operate in a leadership role with a bpd woman over the long run?

[Callum @callumhyman24]

https://t.co/t2CQR4UsHw

[Azlan @azlan_munir]

@luisvelasco Please write about your internal data analysis agent https://t.co/5ZruxoUuea

[Azlan @azlan_munir]

@hnshah Such a great article. Reminds me of Jobs' quote: "start with the customer experience and work backwards to the technology". Love it!

[Illimitable Man (IM) @SovereignIM]

The amount of respect you command is a direct byproduct of how high functioning you are, for high stress tolerance commands respect where low stress tolerance undermines it.

In simple terms: if you can outwardly handle stress with greater composure than others, you will naturally command more respect than they do. Respect thus accrues not as a conscious decision, but as an instinctive response to your conduct.

People will subconsciously evaluate your competence, placing you into one of two categories: asset or liability. If you are consistently steady under pressure and difficult to unsettle, you are deemed an operational asset, but if you collapse emotionally, offend easily, or routinely punish others for telling hard or sensitive truths, you will flag as a liability.

Respect and authority flows to those who are deemed assets. Would you want a leader with poor stress tolerance who is prone to outbursts, collapse or destabilisation? Of course not. That would unsettle you. You would prefer someone who remains poised under pressure, because you would feel safer with someone with an exceptional capacity to metabolise stress even beyond what is objectively healthy or humane. Leadership as such gravitates to those who are able to bear more than their fair share of stress, not to those who impose their emotional turbulence on to others the very moment they are subjected to it.

You seek someone unnaturally strong, who is capable of carrying not just their own burdens, but likewise yours. But you are neither unique or alone in holding that preference, for it is the underlying mechanism which determines how people intuitively designate leaders. To desire authority over others whilst being a source of emotional turbulence is thus not just naive, but incredibly immature. Authority necessarily then gravitates to those who serve the most stabilising function, because when it is given to the incapable, it results in dysfunction and tyranny.

High functioning individuals inspire trust, because they manage destabilising, urgent, or sensitive information without unravelling. Low functioning individuals erode trust, because they amplify chaos, crumble under pressure, and turn urgent or sensitive matters into liabilities, thereby imposing burdens which others are forced to carry in their place.

This is why if you want a relationship built on full and clear mutual transparency, you must be able to bear the costs of what you ask for. Both sides must be capable of absorbing shocks, disappointments, conflicts, and unpleasant truths without collapsing into hysteria or destructive anarchy. Respect simply is not owed, but earned. You are not entitled to what you have not proven you can endure, for it is the weight you are unable to carry that will define the limits of what others can trust you with.

[Azlan @azlan_munir]

https://t.co/B7QyWc4vs5

[Garry Tan @garrytan]

https://t.co/EVPCod6rxu

[Alex Bouaziz @Bouazizalex]

https://t.co/ZlyngVP95I

[David Ondrej @DavidOndrej1]

https://t.co/mIt9kvuPbz

[Coffee with One 🇺🇸 @coffeewithone]

I'm 24, dropped out of Duke, joined YC, and bet everything on a startup. Here's what actually happens when you go all-in:

1. Your co-founder relationship matters more than your product:
You can pivot products. You can't pivot people. Most startups die from founder breakups, not market failure. Choose your co-founder like you'd choose a spouse, you'll spend more time with them anyway.

2. Nobody cares about your startup except you:
Your friends are being polite. Your family doesn't understand it. Even your customers barely think about you. You're obsessed. Everyone else has their own life. This loneliness is the actual job.

3. Runway is a countdown to your personal failure:
Every month that clock ticks down isn't just money. it's proof you haven't figured it out yet. The stress is less about going broke and more about confronting whether you're actually good enough.

4. Your first 10 customers will lie to you:
They'll say they love it. They'll promise to pay more. They'll ghost you next month. Early customers are either friends doing you a favor or tire-kickers. Real validation doesn't come until customer 50.

5. Hiring too fast kills more startups than hiring too slow:
You panic, hire someone mediocre, spend 6 months managing them poorly, fire them awkwardly, and burn $100K+ in the process. Better to be understaffed and stressed than overstaffed and broke.

6. Your burn rate is the only number that matters:
Revenue is vanity. Profit is sanity. Runway is reality. You can survive slow growth. You can't survive running out of money. Every dollar you spend is oxygen you just burned.

7. The best features are the ones you don't build:
Every feature is debt. Support debt. Maintenance debt. Complexity debt. The companies that win aren't the ones with the most features, they're the ones that said no to everything except the one thing that matters.

8.Profitability is a choice, not a milestone:
You can be profitable at $50K ARR if you want to be. Most founders choose to burn cash chasing growth because it feels like progress. It's not. It's just expensive.

9. Your competition doesn't matter until it does:
You'll obsess over competitors daily. Then realize customers don't even know they exist. Then one day a competitor will eat your biggest deal and you'll realize you were unprepared. There's no winning, just different kinds of paranoia.

10. The day you launch is the least important day:
You'll spend months planning launch day. It'll come and go. You'll get some Twitter engagement. Then nothing changes. Building a company is 1,000 boring Tuesdays, not one epic launch.

11. Every advisor will give you contradictory advice:
"Move fast" vs "be strategic." "Focus" vs "diversify." "Raise money" vs "bootstrap." They're all right. They're all wrong. Nobody knows. Including you. Especially you.

[Azlan @azlan_munir]

@Agrippa_Inv @moat_heyoka Imagine their unannounced MWs. We know IREN leans conservative with announcements and always over delivers. Nobody can match this team’s execution.

[Jaynit @jaynitx]

Robert Greene explained why focus is the rarest and most profitable skill in the modern world:

[Azlan @azlan_munir]

7/
TL;DR: $IREN is building a platform at the intersection of:

✅ Scarce power
✅ AI compute
✅ High-margin Bitcoin
✅ Hyperscaler demand

As always, they’re ahead of schedule.

@mikealfred @BTCStocksInvest @Agrippa_Inv

[Azlan @azlan_munir]

🚨Despite a massive re-rating, $IREN is still the most underpriced plays in AI infra.

From 1.7 EH/s → 50 EH/s in <30 months, IREN has scaled faster than any public miner with NVIDIA-backed AI infrastructure now coming online.

They’re not just mining anymore 🧵👇

[Azlan @azlan_munir]

6/
📈 IREN’s edge:
✔️ Fastest-growing BTC miner (1.7 → 50 EH/s)
✔️ Top-tier uptime & production
✔️ AI-ready infra & clean power
✔️ GPU fleet + hyperscaler partnerships coming
✔️ Capital-efficient to date