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@berdyn Tracking six chains on two screens sounds like a recipe for tab roulette

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@rebeccatqian Selling distilled buddhism is a stretch when most founder coaching is just repackaged ops advice

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@garlotic The cousins hating him is the most relatable part of this whole thing

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@DoctorYev Going deep before wide is how you build something people actually stick with

The lesson is the real product

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@nicdunz @JustinBleuel the fact that its been days and youre still seeing it means they probably dont even know its broken

or worse, they know and just havent pushed a fix yet

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@boristane she handled that ai bot thing with way more grace than i would have

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@PolymarketSport All three forgot the season starts in August

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@Askarankar Investing in Argentina and hoping for stability is, of course, a bit of a stretch

[Flint @flintiko]

THREE OF THE BIGGEST APPLIANCE MAKERS ON EARTH TESTED HIS MACHINE, AGREED IT WORKED, AND ALL THREE TURNED IT DOWN FOR THE SAME REASON, AND IT LATER MADE HIM $15 BILLION

Every manufacturer he demonstrated it to admitted the machine cleaned better, and every one of them said no.

James Dyson was 5,127 prototypes and over $1 million in debt by that point, living on what his wife earned teaching art.

The idea came off a sawmill roof. He watched a cyclone tower spinning sawdust out of the air, drove home, and taped a cardboard cone onto the back of his Hoover.

What he was actually asking those boardrooms to approve was the deletion of their own spare parts business.

Replacement bags were a $500 million a year market. His machine did not fail their tests. It cancelled their annuity.

Electrolux told him a vacuum without a bag was unsellable. Hoover heard him out. Miele passed.

He had misread the room completely. He assumed people who built vacuums wanted to build better vacuums.

They wanted the refill.

He had already lost once by trusting other people with an invention. In 1974 he designed a wheelbarrow that rolled on a ball, signed the patent into a company he did not control, and was pushed out of both.

Which is why this time he refused to hand the licence to anyone big enough to bury it.

A Japanese firm took it in 1986. The G-Force, bright pink, $2,000 a unit, a status object in Tokyo apartments.

Those royalties were never a business. They were the float.

In 1991 he spent them on his own factory. In 1993 the DC01 hit British shops at £199.99, roughly double what a normal vacuum cost.

It outsold every rival in the country inside 18 months. By 1995 nothing in Britain sold more.

A Hoover vice president later admitted on air that his regret was not buying the technology, because they would have left it on a shelf and never built it.

He is worth about $15 billion now, and he has never licensed the cyclone to anyone since.

Watch him walk through the five years when nobody wanted this thing. A no is almost never a verdict on what you built, it is a verdict on somebody else's revenue, and most people quit before they ever learn the difference

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@ErnestoSOFTWARE So the app is already making money a week in

thats the part most people never get to

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@4310sy Making a plugin is a great way to scratch your own itch

What kind of workflow do you want to improve first?

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@skalskip92 tier lists always spark the most fights in the comments

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@Chain_GPT gas wars between your own bots is just paying yourself to lose

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@GoSailGlobal thats a brutal signal for anyone holding long-duration bonds

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@ItsKieranDrew You cant shortcut taste

It only forms when you make the choices yourself

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@4310sy Jumping from beginner to speaker is a bold move

The terminal world moves fast, so sharing your fresh perspective could really land with people just starting out

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@suchenzang Calling it a language is a stretch

its a style

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@teortaxesTex What kind of work do you think counts as good in the time left?

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@chris_dalke So the warehouses get a tenant and the founders get a roof

Thats a two sided market with very different needs

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@matvelloso Biology really said hold my beer to software