Lessons from Wes Kao

Wes Kao is an operator, marketing executive, and co-founder of Maven and the altMBA. Her Spiky Point of View framework argues that meaningful differentiation begins by standing for something distinct, supported by rigorous thinking and high-impact communication.

Lessons from Bradford D. Smart

Bradford D. Smart, author of Topgrading, examines how companies can improve hiring, coaching, and retention by pursuing “A Players.” His framework makes the cost of a poor hire visible and turns talent decisions into a disciplined process.

Lessons from Eugene Wei

Eugene Wei is a thinker in technology, media, and product strategy whose Remains of the Day essays introduced widely used Silicon Valley frameworks. His idea of Status as a Service reveals how products can organize social incentives.

Lessons from Kevin Kwok

Kevin Kwok examines growth loops, marketplaces, collaboration, productivity, and strategy through his essays and work with Reforge. His distinction between loops and funnels offers a sharper way to study how growth compounds rather than merely converts.

Lessons from Dario Amodei

Dario Amodei, CEO and co-founder of Anthropic, presents an optimistic vision of powerful AI shaped by serious attention to risk. His central tension is worth studying: whether confronting danger is the necessary route to extraordinary human benefit.

Lessons from Logan Bartlett

Logan Bartlett is a Redpoint Ventures general partner and host of The Logan Bartlett Show. His candid venture perspective favors “unsexy” enterprise software and tactical founder insight, offering a contrarian lens on what deserves attention and investment.

Lessons from Jeff Yass

Jeff Yass, co-founder of Susquehanna International Group, moved from professional gambling to quantitative trading. Applying poker and game theory to markets, his approach offers a distinctive study in probability and careful decision-making under uncertainty.

Lessons from Bruce Cleveland

Bruce Cleveland is an investor and author of Traversing the Traction Gap. Drawing on his work at Wildcat Venture Partners, he presents the Traction Gap as a framework for examining the difficult pursuit of meaningful traction.

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