Gilberto Barbosa

[Gilberto Barbosa @gilbertogbs_]

@philosophymeme0 🤣🤣🤣🤣

[Gilberto Barbosa @gilbertogbs_]

@LucasCostaAT Para mim, no Brasil sempre foi mais óbvio. Só que a saída não é a 'loteria', e sim criar situações com upside real e investir.
O ‘sistema’ ainda vai premiar paciência e disciplina. A grande maioria dos ‘degenerates’ não vai sair do canto.

[Gilberto Barbosa @gilbertogbs_]

@LucasCostaAT A explicação psicológica para o hype em memes e bets é válida, mas míope. A verdade incômoda é que salário não enriquece. Negócios e investimentos, sim.
As novas gerações, pressionadas e iludidas pelas redes, estão sentindo isso na pela.

[Gilberto Barbosa @gilbertogbs_]

@systematicls To me, in Brazil, this has always been more obvious. But the way out isn't the 'lottery'—it's creating situations with real upside and investing.
The 'system' will still reward patience and discipline. The vast majority of 'degenerates' won't get anywhere.

[Gilberto Barbosa @gilbertogbs_]

@systematicls The psychological explanation for the hype in memes and bets is valid, but shortsighted. The uncomfortable truth is that a salary doesn't make you rich. Business and investments do.
New generations, pressured and misled by social media, are learning this the hard way.

[Gilberto Barbosa @gilbertogbs_]

@hkuppy São Paulo vibes

[Gilberto Barbosa @gilbertogbs_]

@roderix1966 Boa dica. Maior cidade da AL, bate um vento forte e a luz cai

[Gilberto Barbosa @gilbertogbs_]

Gold piece of advice

[Naval @naval]

Founders cannot outsource recruiting.

“Recruiting is the most important thing because you need creativity; you need motivated people. Ideally, the early people are all geniuses. They’re self-managing, low-ego, hardworking, highly competent, builders, technical—maybe one or two sellers—but you can’t watch everything. You can’t micromanage everything.

The early people are the DNA of the company. When you outsource recruiting, when you have other people hiring and interviewing and making hiring decisions without your direct involvement and veto, that’s a sad day. That’s the day that the company’s no longer being driven directly by you.

There’s now a fly-by-wire element in between. There’s some mechanical linkage going through another human, often at a distance. And other people are not going to have the same level of selectivity that you will as a founder.

The important size at which a company starts changing is not some arbitrary number, like 20 or 30 or 40. It’s the point at which the founder is not directly recruiting and managing everyone. The moment that there are middle layers of management, then you are somewhat disconnected from the company, and your ability to directly drive a product team that can take the company from zero to one goes away.

So we really cannot outsource recruiting. People think you can. They hire recruiters, for example. Maybe you can outsource a little bit of sourcing, but I would even argue that’s difficult. The reason recruiting is so, so, so important—and a lot of it is obvious, I’ll skip the obvious reasons—but one non-obvious reason is that the best people truly only want to work with the best people.

Working with anyone who’s not at their level is a cognitive load upon them. And the more people they’re surrounded by who are not as good as they are, the more keenly they’re aware that they belong somewhere else, or they should be doing their own thing.

The best teams are mutually motivated. They reinforce each other. Everyone’s trying to impress each other.

One good test is when you’re recruiting a new person, you should be able to say to them, “Walk into that room where the rest of the team is sitting. Take anyone you want—pick them at random—pull them aside for 30 minutes, and interview them. And if you aren’t impressed by them, don’t join.”

When you do that test, you will instinctively flinch at the idea of them interviewing randomly a certain person that’s kind of in the back of your mind. That’s the person you need to let go. Because that’s the person keeping you from having this high-functioning team that all wants to impress each other.”

[Gilberto Barbosa @gilbertogbs_]

@Frank_Giustra @QuintenFrancois @jv_finance Vibe math 🧮🤣🤣

[Gilberto Barbosa @gilbertogbs_]

@philosophymeme0 🤣🤣🤣🤣

[Gilberto Barbosa @gilbertogbs_]

@WPT He just knew…

[Gilberto Barbosa @gilbertogbs_]

@valuationfstyle Que timing! Kkkk

[Gilberto Barbosa @gilbertogbs_]

@TrendSpider 🤣🤣🤣

[Gilberto Barbosa @gilbertogbs_]

@TeddyBitcoins I don’t know how people think MSTR strategy will end well… Saylor will end up having to sell some of his Bitcoin to pay debt someday. That’s how this will end. Relying on people paying a clear premium for raising equity also doesn’t seem to be a good lt strat.

[Gilberto Barbosa @gilbertogbs_]

@PedroCerize Aula

[Gilberto Barbosa @gilbertogbs_]

@juniorkingpp Little dude looks scary as fuck 🤣🤣🤣🤣

[Gilberto Barbosa @gilbertogbs_]

@nonoinvestidor Jésuis

[Gilberto Barbosa @gilbertogbs_]

@Noahpinion The macro subtab broke me lol

[Gilberto Barbosa @gilbertogbs_]

@Derivatives_Ape 🤣🤣🤣🤣

[Noctara @rumilyrics]

What a privilege to be tired from work you once begged the universe for. what a privilege to feel overwhelmed by growth you used to dream about. what a privilege to be challenged by a life you created on purpose. What a privilege to outgrow things you used to settle for.