So the book that I want to talk to you about today is not abook.
It is a long formarticle, long form piece written for Esquire magazine all the way back in1983.
It is very well-known long form piece for those that study the history of the technologyindustry, specifically the history of SiliconValley.
It is called The Tinkering of RobertNois, How the Sun Rose on the SiliconValley, and it was written by TomWolf.
And I was reading it and rereading it in anticipation for anotherbook, another biography on Bob Nois that I'm going to at the end ofthis, encourage you to read along withme.
But as I was reading this to serve as supplemental research for the otherbook, I realized like this piece is so good that it could stand on itsown, and it should be an episode on itsown.
So I want to read toyou, and it gives you an idea of why this is soimportant.
Because even though the technology haschanged, like if you strip away what new technology is being invented in thisarticle, you could easily replace it with the technology that is being createdtoday, and yet human's reaction is almostidentical.
But let me give you the intro to this article because I think it sets it upperfectly.
Remember, this is written in1983,okay?
America is today in the midst of a great technologicalrevolution.
With the advent of the Siliconship, informationprocessing, andcommunications, the national economy has been strikinglyaltered.
The new technology is changing how welive, how wework, how wethink.
People say the exact same thingtoday, it'sremarkable.
The revolution didn't justhappen.
It was engineered by a small number ofpeople.
Collectively, they engineeredtomorrow.
Foremost among them is RobertNois.
And so before I jump into the beginning of thispiece, I want to read this quote that comes from SteveJobs, because a little background on Bob Nois in case of the first time you come acrosshim, he was the founder ofFairchild,semiconductor, the founder ofIntel.
He's known as theGodfather, the grandfather of SiliconValley.
He was also one of Steve Jobsmentors.
I've read a bunch of Steve Jobs biography's hilarious stories about like a young Steve Jobs is in his20s.
Bob Nois is probably in his 50s by then would come over and Bob is just kind of like smacking them on the back of thehead, tellingthem,hey, you need to learn how toact.
It's just kind of funny because you think of Steve Jobs as one of the greatest entrepreneurs ever doit.
He's very formidable individual who seem in complete control in any environment he wasin.
He'slike,yeah, but he wasn't likethat.
He's in his 20s and he needed theguidance, but this is what Steve Jobs said about Bob Nois after after Bobdied.
He said he was one of the giants in this valley who provided the model and inspiration for everything we wanted tobecome.
He was the ultimateinventor, the ultimaterebel, the ultimateentrepreneur.
So this story starts in 1948 in this tiny town of 7,000 people called GrinnellIowa.
And so Tom Wolfwrites, Grinnell Iowa was one of the last towns in America that people would have figured to become the starting point of a bolt into the future that would create the verysubstructure, the electronic grid of life in the year 2000 andbeyond.
It was in the summer of 1948 that GrantGale, a 45 year old physics professor at Grinnell College ran across an item in a newspaper concerning a former classmate of his JohnBardeen.
Bardeen was now working at Bell Laboratories and Bardeen and another engineer at Bell Walter Brutain had invented a novel little device they called atransistor.
Many years later the transistor is going to be called one of the most important inventions of the 20thcentury, but at the time in 1948 in the newspaper it certainly didn't registerthat.
This was only a small newsitem.
However, the invention of the transistor in 1948 did not createheadlines.
The transistor performed the same function as the vacuumtube, which is an essential component of telephone relay systems and radios at thetime, but the transistor was 50 times smaller than a vacuumtube.
And so I'm going to pause right in the middle of this before I tell you what Grant Gale doesnext, which changes the trajectory of BobNeuys'life.
He just doesn't knowyet.
So there's a great line that Paul Graham had when he wrote this phenomenalessay.
It's episode314. It's called How to Do GreatWork.
I'm just going to read a paragraph for you because we're about to see a great illustration of this in the life of Grant Gale and Bob Neuysnow.
So Paul Graham talks about the importance of making yourself a big target forluck.
He says when you read biographies of people who've done greatwork, it's remarkable how much luck isinvolved.
They discover what to work on as a result of a chance meeting or by reading a book or a newspaper in this case and they happen to pickup.
So you need to make yourself a big target for luck and the way to do that is to becurious.
Try lots ofthings, meet lots ofpeople, read lots of books and ask a lot ofquestions.
And so GrantGale, who is the mentor and the professor of BobNeuys, reading the newspaperslike, oh this isinteresting.
And he says he thought it would be terrific to get some transistors for his physics department atGrinnell.
So he wrote to Bardeen about Bell Laboratories just to make sure his request didn't get lost in theshuffle.
He also wrote to the president of BellLaboratories, his guy named OliverBuckley.
Buckley was from Iowa as well and happened to be a Grinnellgraduate.
It'sincredible. Home important Grinnell is tiny little college in a town of 7,000 people in Iowa in the 1940s winds upbeing.
Infact, there'sa, there'sa, I'll just tell you now there's a great story aboutthis.
So how important Grinnell is later on where they actually invest in the founding ofIntel.
And I think it doubles their entire that one investment just doubled their entireendowment.
But back tothis, you havethis, thisIowa, the small town Iowa connection between all these really influentialpeople.
So by the fall of1948, Gale had obtained two of the first transistors evermade.
And he presented the first academic instruction in solid state electronics available anywhere in the world for the benefit of the 18 students majoring in physics at GrinnellCollege.
You already know where this isgoing.
One of those 18 students is BobNois.
AndBob, like most entrepreneurs is amisfit, arebel, a juveniledelinquent.
And infact, Grant Gale had done more of his share of agonizing over BobNois.
Bob was a very brightstudent, but he'd just been thrown out of school for asemester.
And it had taken every favor that Gale had to keep the boy from being expelled and charged with afelony.
Just like Bob Nois played a very influential and impactful role in the life of SteveJobs, we see that Grant Gale played that same role for a young BobNois.
And the reason he knew that he was special that I'll get until he essentially steals apig.
And I will get to in a minuteabout, youknow, saving thiskid.
He's a goodkid. He's verysmart.
Youknow, he's a littlerebellious.
Doesn't really like follow therules, typical entrepreneurbehavior, but he knew from the time that he was that Bob Nois was in highschool.
He'slike,oh, this guy'sbrilliant.
And infact, Bob had done so well in science at Grinnell High School that Grant Gale had invited him to take the freshman's physics course at college during his high school senioryear.
And Bob Nois very quickly became one of Gale's starstudents, said he had a fierce workethic, and he had a passion for the scientificgrind.
Now Bob is going to be one of the greatest inventors andentrepreneurs, but he's also very wellrounded.
He was verytrim,muscular.
He was on the college swimmingteam.
He won a bunch of awards indiving.
He sang in thechoir. He was an actor in thecollege, dramaticsociety.
He was even the leading man in a soap opera that was broadcast in radio duringcollege.
And we see this later on when even when he's running Fairchild semiconductor andIntel, he has all thesehobbies.
He's, youknow, hang gliding and scuba diving andskiing.
But he had a passion fortinkering.
Remember the title of this of this essay is called the tinkering of RobertNois.
And we see that even when he was a youngboy, when he was13, he had come across some plans for building a boxkite, which is a kite that a person could writein.
And he found the plans in the magazine popularscience.
And so Bob Nois had this innate gift from a very young age of getting people tocollaborate.
He has anidea, then he'll gather people together andsay,Hey, let's make this ideareal.
And almost winds up killing himself doing this because they try to launch the kite off of off of the roof of ahouse.
Then they convince a neighbor to tie the kite to the back of theircar, which heagrees.
Noises is like mastersalesman, very charismatic person aswell.
And says Bob rode the kite and managed to get about 12 feet off the ground and glide for 30seconds.
And as you canimagine, if you havekids, you wouldn't be too happy with your 13 year old boy being pulled behind a car and akite.
But he had this rebelliousstreak.
And this is what got him introuble.
And this is where Gail Grant safesbehind.
So the major capital asset inGrinnell, Iowa at the time islivestock.
And Bob's incollege, and they have this idea to do aluaal.
And you can't do a luaal without a roasted sucklingpig.
And so Bob convinces two other boys to go withthem.
And they wind up going on to they sneak onto a farm and they wind up wrestling a 25 pound pig to the ground out of the livestock or out of the pigpen,rather.
And then bring them back to college so they could roast that pig over afire.
Here's the problem with they thought was like a silly little prank was actually alarceny.
It was a felony stealing livestock in Iowa was afelony.
So the farmer didn't think it was funny atall.
He called a sheriff and he insisted on bringing criminal charges against Bob and hisfriends.
This is one of the benefits of a smalltown.
Everybody knows eachother.
So Grant Gail is obviously a suspect in thecommunity.
And he goes to bat form winds up not only having the charges notdropped, but also convinces theschool.
You don't want to expel this kid isgifted.
Don't expelhim. Just give him one sess one semestersuspension.
And that was fine for Bob because he had such a fierce workethic.
Remember he was addicted to the scientificgrind.
He lovedit. Then in his first three years incollege, he accumulated so many extracredits.
He just needed one moresemester.
He didn't need the full year to graduateanyways.
So so farahead. But it did we have talks about the fact that even though he went throughthis, youknow, communities trying to ostracizethem.
They're telling them how how bad he is and what he did was sowrong.
He's just got this innate confidence and charisma that no matter what period of Bob'slife, whether he's a young boy or one of the best entrepreneurs in SiliconValley, they just bring it up over and overagain.
It says this never broke hisconfidence.
He had a profound and bafflingself-confidence.
When he looked atyou, he neverblinked.
He absorbed everything you said and then answered in a soft voice with asmile.
This is something his employees will talk aboutlater.
The fact that he could not believe how engaging he was that when he was with you and he was meeting withyou, when you werespeaking, he looked atyou.
You thought he made you feelspecial.
He made you feel you were the most important person in his life at that moment that he was fully engaged with what you weresaying.
This is more about hischarisma.
Bob noise projected with psychologists called the haloeffect.
People with the halo effect seem to know exactly what they're doing and moreover, they make you want to admire them forit.
They make you see the halos over theirhead.
And so when Bob gets back toschool, he becomes involved with this new experimental device that Grant Gale had procured for him and the other 17 physicsstudents.
The transistor in thatchanges, the trajectory of Bob noise's lifeforever.
And the author does a fantastic job describing the series of events that had to occur for this change into the trajectory of Bob noise'slife.
What if Grant Gale hadn't gone to school with John Bardeen and what if Oliver Buckley hadn't been a Grinnellalumnus?
And what if Gale hadn't bothered to get in touch with the two of them after he read about the transistor in thenewspaper?
And what if he hadn't gone to bat for Bob noise after the night of the Luau pig and the boy had been thrown out ofcollege?
Afterall, if Bob hadn't been able to finish aGrinnell, he would have never been introduced to the transistor and he certainly wouldn't have attended MIT in1948.
Given what Bob noise did over the next 20years, one couldn't help but wonder about the fortuitous chain ofevents.
And so there's going to be another person that plays an important role in Bob noise'slife.
And that's going to be WilliamShockley.
Grant Gale was the first important physicist in Bob noise'scareer.
The second was WilliamShockley.
Shockley is going to win the Nobel Prize inPhysics.
He's going to share it with John Bardeen and WalterBrutain.
And it's for their research on semiconductors and discovery of the transistoreffect.
He is also going to be the person that recruits Bob noise to move from the East Coast and come out to SiliconValley.
We'll get there in onesecond.
So Bob noise graduates MIT in1953.
He says in1953, the MIT faculty was just beginning to understand the implications of thetransistor.
But electronics firms were already eager to have graduate electrical engineers who could do research and develop in a newfield.
So noise is offered jobs by all these differentpeople.
He chooses to work atPhilco, which is interesting because he turned down jobs from BellLaboratories, which probably had the highestdensity, a collection of brilliantpeople, which is surprisingIBM, which is a biggercompany.
And the reason he does this says a lot about the kind of environment that he wants to workin.
So he choosesPhilco, which is inPhiladelphia.
And because Philco was starting from near zero in semiconductor research and chances for rapid advancement seemed good forhim.
This is also something he talks about later on because I've read multiple biographies of Bobnoise.
Infact, hedoesn't, he always said he didn't likebuilding, he didn't like working in largecompanies, but he built two giganticcompanies, but he was obsessed with like the early days of thestartup, like smallteams.
He just was so successful in these two companies that the startups transform rather rapidly to very successfulcompanies.
But I need to hone on that point becauseagain, he's notignorant.
He knew that noise says noise is well aware that the most important work was still being done at BellLaboratories.
And that was thanks in no small part to WilliamShockley, but he still chose to go to thesmaller, less advancedcompany.
But he's not going to stay there for toolong.
So by1955, Shockley leaves Bell Labs goes to PaloAlto,California, where he had grown up and he's going there to start his owncompany, which is Shockley's semi-conductorlaboratory.
He sets up his new company in a glorified shed in MountainView, California and practically every single one of the early employees were electrical engineers withdoctorates, which Shockley began referring to as his PhD productionline.
And so a yearlater, Bob noise is going to join him and we just seethis, this personality that Bobhas, he's allin.
He is riskon. So in1956, he decides to move from Pennsylvania to California to joinShockley.
Listen to how he doesit.
The way he went about it was a classic example of the noise brand ofconfidence.
Bynow, he and his wife Betty had twochildren.
After a couple telephone conversations withShockley, noise put himself and Betty on a flight from Philadelphia to SanFrancisco.
They arrived in Palo Alto at6am.
Bynoon, noise had signed a contract to buy ahouse.
Thatafternoon, he went to Mountain View to see Shockley and asked for a job and he gotit.
So then they get into description of WilliamShockley.
I have to share something withyou.
Iread, I read Shockley'sbiography, episode 165 ofFounders.
The name of the biography for God's sake is brokengenius, the rise and fall of WilliamShockley.
To prepare also for thisepisode, I reread my highlights from that book and Foundersnotes.
And I had remembered thistoo.
Shockley is the worst person I have ever covered onFounders.
I don't even know how to describehim.
He's the smartest dumb person you evermeet.
He's the most intelligent yet idiotic person you ever comeacross.
Unbelievablybrilliant.
And brilliant event or brilliantphysicist.
Zero people skills atall.
And the way he treated people aroundhim, they called his personality reversecharisma.
If you plot Bob Noises personality and William Shockley is on aspectrum, they're almost at oppositeends.
And this is the danger ofbeing, Ithink, for ex-Rathe Franchiner is almost toointrospective.
They're too lost in their ownmind.
So I'm just going to give you some highlights about how he viewed otherhumans, the way he's some of the stuff hedid.
And his life is justtragic.
It's verysad. And so hesays, just another warning that the deepest pessimism and general lack of admiration for the human race and myself are probably with me forkeeps.
These are all quotes from hisbiography.
The thought that another person might be seen as smart as him seem to frightenhim.
Listen to how he describes his own children and his firstwife.
In terms of my owncapacities, my children represent a very significantregression.
My firstwife, theirmother, had not as high an academic achievement standing as Ihad.
One of the worst traits that Shockley has is he was threatened by the achievements of otherpeople.
Helies, Charlie Munger said that envy has no envy and self-pity have noutility.
You have to cure yourself of self-pity andenvy, according to CharlieMunger.
And this guy just couldn't get overit.
It's such a sad state of affairs if the achievements of other people or the recognition of other people called you to bedepressed.
This happened in Shockley's life so much he tried to killhimself.
He's got arevolver, which obviously he can hold sixbullets.
He puts one bullet in there and he's just going to essentially leave almost like a playing Russianroulette, but he writes a letter to hiswife.
This is what he says before hedoes.
This is a deargene. I am sorry that I feel I can no longerlearn.
Most of my life I felt that the world was not a pleasant place and that people were notvery, not a very admirable form oflife.
I find that I am particularly dissatisfied with myself and that most of my actions are the consequences of motives of which I amashamed.
He then takes out arevolver, puts one bullet in one of the sixchambers, puts the gun to hishead, and presses thetrigger.
Nothinghappened. He put the gun away and then wrote anothernote.
DearGene, there was just one chance in six that the loaded chamber would be under the firingpin.
There was some chance of a misfire eventhen.
I am sorry that I'm not sufficiently ingenious or painstakingly and painstaking enough and find a more practical and subal means of solving ourproblems.
He's got nosoul. He's got no humanity tohim.
And at the very end of thebook, it talks about thefact, I think this is his second wife that she didn't even have a memorial service for her husband when he died because she said it's not clear who would havecome.
And the note I left myself onthat, this is what losing a life lookslike.
And so the reason I bring that up is not to try to criticize somebody that's passedon.
It's because he very likely had some of the largest collections of scientific and entrepreneurial talent in hiscompany.
And because of his inability to learn peopleskills, it wassquandered.
And these people went on to literally build SiliconValley.
And so this essay talks aboutthis.
Shockley had received a telephone call that morning informing him that he had won the Nobel Prize for physics for the invention of thetransistor.
He was the co-winner along with John Bardeen and WalterPrattain.
They go out and they have this greatcelebration.
And it says that had been a great day at Shockley SemiconductorLaboratory.
There weren't many more greatdays.
Shockley wasgifted. His forte was breaking a problem down to first principles with a few words and a few lines on a piece ofpaper.
He aimed any experiment in the right direction when it came to comprehending the young engineers on his PhD productionline.
However, he was not soterrific.
He was obsessed with getting all the credit for everything that everybody was doing inside thecompany.
It seemed it never seemed to occur to Shockley that these highly educated people working for him just might happen to view themselves the same way he had always viewedhimself, which is to say as young geniuses capable of the sort of inventions Nobel prizes were givenfor.
He becomes very paranoid as the way to putthis.
So he has this weird way to run acompany.
He was convinced that someone in the company was sabotaging theproject.
So he made them all take lie detectortests.
At the very beginning of acompany, you should have like a high trustenvironment,right?
I can't think ofany, what's the opposite of a high trustenvironment?
I don'tknow. Making all of your employees take lie detector tests because you think somebody sabotagingthem.
And then the end result was no sabotage was everfound.
And so the response of his employees I think should be ratherpredictable.
Like they're obviously very highagency.
They'rebrilliant. They'resmart.
And they'relike,wait, we could justdo...
There's no way that we would do a worse job at Shockley running acompany.
There's nothing startingus...
There's nothing stopping us rather from starting our owncompany.
Besidescapital, let's go see if we can raise money and just leave and do our ownthing.
And so originally there's seven defectors from Shockley'scompany.
Bob Nois is not one of the first sevendefectors.
There's going to be eightdefectors.
They're going to be known throughout history as the TraderusEight.
And these other seven are the ones that recruit Bob to jointhem.
Becauseremember, go back to what theysaid.
He had this halo effect aboutthem.
Youknow, people wanted to be aroundBob.
They wanted to followhim.
They trustedhim. So since seven defectors went to the Wall Street firm of Hayden Stone in search of startupmoney, it was at this point that they realized that had to have someone serve as anadministrator.
So they turned toNois. Nois was the one with thehalo.
And he was just 29 yearsold.
Now, I absolutely love how so many things fittogether.
And they're kind of tied in this like unbrokenchain, youknow, over multiple decades using inside the sameindustry.
And what I mean by that is they get a financing by this young guy named ArthurRock.
Arthur Rock is going to be one of the first one of the first venturecapitalists.
And he's at Hayden Stone eventuallyleaves.
What connects the reason I say is I find Arthur Rock fascinating is so he's the one that that gives them money or finds the deal to give them money to start fair childsemiconductor.
Arthur Rock will also be an early investor inIntel.
Arthur Rock would also be an early investor inApple.
Arthur Rock would also be an investor and almost like a partner in somebody to bounce ideas off of for Henry Singleton atTeladine.
So the deal that Arthur Rock puts together for thetraders, he goes and contacts this company back in New York called Fairchild Camera and Instrument Corporation and is being run by ShermanFairchild.
And so Sherman'slike,yeah, I'll give you themoney.
And this is what he askedfor.
He gave the defectors the money to start up the new company Fairchild semiconductor with the understanding that Fairchild Camera and Instrument would have the right to buy Fairchild semiconductor for $3 million at any time within the next eightyears.
And so Bob Nois and the rest of the traders eight make a very importantdecision.
They'relike, they're not going to go backeast.
They know exactly where they're going to start their new company and they're going to startit.
It's even known as Silicon Valleyyet.
And it's funny in thisessay, youknow, written in1983, they don't call it SiliconValley.
They call it the SiliconValley.
But this isstill, youknow, 25 years before the essays actuallywritten.
So it says a few well-known electronics firms were alreadyhere, General Electric andIBM, as well as a company that started uplocally, HewlettPackard.
Stanford University was encouraging engineering businesses to locate near Palo Alto and use the university's researchfacilities.
The man who ran that program was a friend of Shokles and is getting FredTurman.
Well, were they working on both IBM and HewlettPackard?
Remember, this is1957,okay?
Both IBM and Hewlett Packard were trying to develop a highly esoteric and colossally expensive newdevice, the electroniccomputer.
Let's go back to this idea of luck being in the rightplace, the right time with the right set of skills that happened in Nois's life over and overagain.
Fairchild startup could not have come at a bettertime.
In1957, the Soviet Union launchedSputnik.
In the electronicsindustry, the ensuing space race had the effect of coupling two newinventions, the transistor and the computer and magnifying the importance ofboth.
The first American electronic computer was known as the Enniac and it had been developed by the army during the Second World War chiefly as a means of computing artillery and bombtrajectories.
Themachine, theEnniac, was amonster.
It was a hundred feetlong, ten feet high and required eighteen thousand vacuumtubes.
The tubes generated so much heat that the temperature in the room reached 120degrees.
Substituting, this is why I'm reading this entire section toyou, this is for the sensors arehere.
Substituting transistors for vacuum tubes was an obvious way to cut down on thesize.
If you're going to put things inspace, they have to besmall.
This is soimportant, it'samazing, how this fitstogether.
AfterSputnik, the glamorous words and the semi-conductor business were computers andminiaturization.
Now, this is what the beginning of a new industry soundslike.
So, says if you visitedFairchild, you would not have had the faintest notion that you were looking in on the leading edge of the most advanced of allindustries,electronics.
The work bays where the transistors were produced byPhDs, mostlyright?
Looked like slightly sunnier versions of garmentsweatshops, you would see rows of people hunch over work tables squinting through microsoftmicroscopes, doing the most tedious and frustrating sort of manuallabor, cutting layers of silicon apart with diamondcutters, picking up the little rectangles on them withtweezers, trying to attach wires tothem, droppingthem, rummaging around on the floor to find themagain,swearing,muttering, climbing back up to theirchairs, rubbing theireyes, squinting back through the microsoft and driving themselves crazy somemore.
Now, this is the crazything.
This is the beginning of one of the most important industries ever exist and what they are producing had a50% to90% failurerate.
That isbananas. Anywhere from50% to90% of the transistors produced would turn out to bedefective.
Andso, noise is examining what they'redoing.
It's like there has to be away, a betterway.
Noise had figured out asolution.
There was something primitive about cutting individual transistors out of sheets of silicon and then wiring them back together in veryseries.
Why not put them all on a single piece of silicon withoutwires?
Noise realized that he was not the only engineer thinking along theselines, but he had never even heard of JackKilby.
So, Kilby at the time was a 36 year old engineer working for Texas Instruments inDallas,Texas.
Okay. In January1959, noise made his first detailed notes about a complete solid statecircuit.
A monthlater, Texas Instruments announced that Jack Kilby had inventedone.
Kilby's integratedcircuit, as the invention wascalled.
Six monthslater, noise creates a similar integratedcircuit.
Noise's silicon device actually turned out to be much more efficient and more practical to mass produced andKilby's.
Andso, noise actually gets to set the standard for theindustry.
And it was that way that noise became known as the co-inventor of the integratedcircuit.
Now, some people have heard this invention referred to as integratedcircuit, but way more people have heard of what the invention would come to beknown, which is themicrochip.
And itsays, noise knew exactly what he possessed in thismicrochip.
Noise knew that withit, he had discovered the road to ElDorado.
And this is another fantastic description ofwhat, the beginning of an entireindustry, an entire industry lookslike.
We just wentthrough, youknow, anybody coming toFairchild's,like, they don't even know what they're lookingat.
They idea that 50 to90% of the things that wereproducing, youknow, were defective werefailures.
Obviously, they're going to improvethat, but listen tothis.
The integrated circuit was based on thetransistor, but the integrated circuit opened up fields of the transistor did not evensuggest.
The integrated circuit made it possible to create miniature computers to put all the functions of the mighty Anyak on apanel, the size of a playingcard.
Remember, they said theAnyak, let's go back to that a few pagesago.
It was 100 feetlong, 10 feethigh, and required 18,000 vacuumtubes.
And now they're able to produce the same level of technology and fit it on the size of a playingcard.
Thereby, the integrated circuit opened up every field of engineering imaginable from voyages to themoon, torobots, and many fields that had never beenimagined.
It opened up so many fields that no one could come up with a single name to include themall.
And what happens next isfascinating, because remember how they got the financing for the company to beginwith.
It is just a startup inside of a largercompany,right?
The importance of the integrated circuit was certainly not lost on Fairchild Camera back in NewYork.
In1959, they exercised their option to buy Fairchild semiconductor for $3million.
The nextday, Bob Nois scoredmore, and all the shockley tradersate, woke up richer than they had ever dreamed ofbeing.
Now listen tothis, this is going to cause you to chuck a littlebit, because they were not in it for themoney.
Now, Nois is going to go on and build fabulous levels ofwealth.
But at thispoint, he'slike, I can't believe I'm sorich.
Each of the traders ate received $250,000 worth of Fairchildstock.
So I went back and put it into the inflationcalculator.
That would be each of them equivalent of about $2.6 million in stocktoday, and to place that into even morecontext, that was 20 times the amount of annual salary that he wasgetting.
He was making about $12,000 a year at thispoint.
Nois did not know what to make of his newwealth.
He was 31 yearsold. The semiconductor business had not seemed like a business atall.
It just felt like an esoteric game in which young electrical engineers competed for the occasional round ofapplause.
So even though they sold thecompany, Nois still staysthere.
He's the general manager of the entiredivision, and this return on investment for the three that are buying this company for $3million.
I should see if I can find the total amount of money they made because the growth of Fairchild semiconductor in the next few years is going to blow youaway.
And I lovethis. NASA chose Nois's integrated circuit for the first computers at astronauts would use on board theirspacecraft.
I don't know if they ever didthis, but used by NASA had to be great ad for Fairchildsemiconductor.
Afterthat, orders pouredin.
In 10years, Fairchild sales rose from a few thousand dollars a year to 130 million dollars a year for a company that you paid $3 millionfor.
I got tears in my eyes rightnow.
I don'tknow. I laugh it somuch.
The number of employees rose from the original 12 to12,000.
And so now Nois has to learn how to run a giantcompany, which he says multiple times in thefuture.
He didn't actually like doingit.
During the startup phase of Fairchildsemiconductor, there had been no sense of bosses andemployees.
There had only been a common sense of struggle out on afrontier.
Everyone had internalized the goals of theventure.
They didn't need exhortations fromsuperiors.
As Fairchildexpanded, Nois didn't even bother trying to find experienced management personnel because in the semiconductorindustry, that didn't exist because they're also inventing the industry at the sametime.
Instead, he recruited engineers right out of the colleges and graduate schools and gave them major responsibilities right off thebat.
So this is really about Nois's management style or almost lackthereof.
And it's undergreat. The young engineers who came to work for Fairchild and Nois could scarcely believe how much responsibility was suddenly thrust uponthem.
Some24-year-old, just at a graduateschool, would find himself in charge of a major project with no one looking over hisshoulder.
A problem would come up and he would go to Nois and he would ask him what todo.
And Nois wouldsay,listen, here are yourguidelines.
You've got to considerA, you've got to considerB, and you've got to considerC.
But if you think I'm going to make your decision foryou, you'remistaken.
Hey, it's yourass. And I think to some people this might becounterintuitive, but the response for that young 24-year-old wasn't sadness ordepression, it was joy andexhilaration.
Said the spirit of the start ofphase, myGod, who could forget the exhilaration of the past few years to be young and free out here on the siliconfrontier?
Nois was determined to maintain that spirit during the expansionphase.
But as is the nature of thesethings, what's going tohappen?
You go from 12 people to12,000, the talented young people are going to now belike,hey, I can do this to just like Nois and the traders or eightundershock, they'relike,hey, I can do thistoo.
So they call themdefectors.
They'renot, this is not apejorative, but this is the term that the authoruses.
So this is the one I'm going to stickwith.
Defectors from Sphere Child started more than 50 companies all making or supplyingmicrochips.
The defectors had aname.
The defectors were called the FairChildren.
And this is why this is soimportant.
This is why I'm reading this entireSAT.
This is why I'm dedicating entire episode toit.
It was the Fair Children who turned the Santa Clare Valley into SiliconValley, acre byacre.
The fruit trees were uprooted and two storiessilicon, modern office buildings and factories wentup.
Everywhere the Fair Childrenwent, they took the Nois approach withthem.
The new breed of Silicon Valley weredisciplined.
They became absorbed in their companies the way men once had in the pomadees of the automobileindustry.
So they were drawing the parallels between let's say1950s, 1960s Silicon Valley with say 1900s in 1910Detroit,Michigan.
It's the sameperson. I did like a 12 or 13-part series on the earlyautomobiles, the early founders of the early pioneers of the American automobileindustry.
It's the same personalitytype.
They were just taking advantage of the new frontier of theirday, which youknow, if you werealive, you were this personality type and you were alive and you were in America in1900, you got your acid a troid and you were working on the automobileindustry.
The samepersonality, if they were born 50 yearslater, they're in Silicon Valley with Bob Nois and the FairChildren.
And there's a line that Tom Wolf uses in this piece that could describeDetroit,Michigan.
He could try SiliconValley.
He could describe a lot of the early industries that you and I talked about says the young engineers were giving themselves over to a new technology as if it were a religiousmission.
And then the rapid improvement in technology isincredible.
Listen to what happens over the next 17years.
In1959, Nois's invention had made it possible to put an entire electrical circuit on a chip of Silicon the size of a fingernail by1964.
So that'd be six yearslater,okay?
You had to know how to put 10 circuits on a chip that size to enter the game and the stakes keptrising.
Another six years afterthat, the figure was 1000 circuits on a singlechip.
So Bob starts out with onecircuit.
Six yearslater, it's 10circuits.
Six years afterthat, it's 1000circuits.
Six years afterthat, it would be 32,000circuits.
By1968, Bob Nois had a dozen new integrated circuitentrance, sisterpatents.
And the future potential of Nois's invention far exceeded anything he could possiblypredicted.
It says because as a direct result of Nois'sinvention, they mentioned made the flight of the Apollo 8possible.
The Apollo 8 was the first crewed spacecraft to leave Earth's gravitational spear and the first human space flight to reach themoon.
That crew orbited the moon 10 times without landing and then came back toEarth.
And there would have been no miniature computer without the integrated circuits invented by Nois and Kilby and refined by Nois and the young semiconductor zealots of SiliconValley.
If you wanted to talk about the creators of thefuture,well, here they were in Silicon Valley just before Apollo 8 circled themoon.
Bob Nois turned 41 and he was one of the oldest CEOs in the semiconductorbusiness.
He was the father of SiliconValley.
And so now we got to get to Nois's decision along with his co-founder and partner Gordon Moore to leave Fairchild semiconductor and foundIntel.
And so when they start their owncompany, they go back to Arthur Rock forfinancing.
He'slike,well, you helped us out when we started Fairchildsemiconductor.
We wantto, we have an obviously proven trackrecord.
We want to start Intel and Arthur Rock waslike, this is the biggest no brainerever.
And now Rock had his own venture capitalcompany.
They merely told Rock what they wanted todo.
And then they said they're going to put up 500,000 of their ownmoney.
So 250,000each. Rock's likecool.
He winds up putting up 2.51 million of additional startup money and another 300,000 came from GrinnellCollege.
Now, before I go into what they wanted to buildIntel, this was a hilarious part of like Silicon Valley history andlore.
They say he was the magnet that held Fairchildsemiconductor.
So when heleaves, it was obvious to the othercompany.
Remember all thesedozens, maybe hundreds of other companies sprouting up in the valley at thispoint.
So they'relike,oh, now the noise isgone.
The entire workforce is going to be up forgrabs.
And so there'shilarious.
This made melaugh. Come oneperson, but what happened after noise left to the workforce of Fairchildsemiconductor.
Says people were practically driving trucks over to Fairchild semiconductor and loading up the trucks with newemployees.
And so Fairchild responds by pulling off one of the best corporateraids, one of the best raids in corporatehistory.
And so the remaining employees atFairchild, one day they see this platoon of young men that are moving into the executive officecubicles.
Now this ishilarious. So the young men were led by sea lesterHogan.
So Hogan was the chief executive officer of the motor of the semiconductor division forMotorola.
And so Hogan shows up at Fairchild's semiconductor with all of his top engineers andadministrators.
And so what Fairchild had donewas, youknow, kind of simplebrilliance, Iguess.
Fairchild had hired the whole bunch away from Motorola and installed them to take place ofnoise.
So he didn't justsay,hey, I wantyou,Hogan.
He'slike,no, I want you and your entirestaff.
And Fairchild had learned them away in the most direct wayimaginable.
He had offered Hogan and his team an absolute fortune in money andstock.
Now this is the funny part of Silicon Valleylore.
Hogan receives so much money that hence fourth wealth in the valley would be measured in units calledHogan's.
So that's one way to solve the problemwhen, youknow, noise sleeves and everybody else is poaching youremployees.
I'm just going to approach an entire division from a largercompany.
So noise and more then go set up Intel and they do so in the exact same way they set upFairchild.
They just started with a dozen bright young electrical engineers and they're going to bet everything on research and product development at the beginning ofIntel.
Noise and more are actually putting on white coats and they're working at labtables.
This is the part that noise love themost, but their strategy and the product they're developing is a littledifferent.
They would not be competing with Fairchild or anyone else in the already established semiconductormarket.
They had decided to move into what was called the most backward area of computer technology at thetime, which was data storage andmemory.
Within twoyears, noise and more had developed the 1103 memorychip.
Each chip contained 4,000 transistors and did the work of a thousand ceramic ringlets and did itfaster.
So before thisinvention, a computer's memory was stored in ceramic ringlets known ascourse.
And so Intel invents the memory chip that does the work of a thousand ceramic ringlets and does itfaster.
And so as the technologyprogresses, so does the environment in which that technology has to beproduced.
It says the workbase.Remember, they said they used to look like a step above like sweatshops and now says the work base now look like something out of an intergalactic adventuremovie.
So they're in these giant suits that are like astronauts because it has to be a completely clean environment because a single speck of dust could ruin one of the miniaturecircuits.
And we see what is this reoccurring theme in this life of BobNoise.
He has another hit on hishands.
So as at the end of Intel's first year inbusiness, which had been devoted almost exclusively toresearch, sales totaled less than $3,000 and the workforce had 42 people in1972.
So four years afterfounding, sales were 23 million and there was a thousand people workingthere.
And the next year sales went to 66 million and they had 2500employees.
So four years afterfounding, remember first year they're doing $3,000 and they have 42people.
Yearfour, 23 million peopleare, she was $23 million in sales of thousandpeople.
Yearfive,66, five years afterfounding, 66 million dollars in sales and 2500employees.
So then it goes into detail about some important ideas that Noise had at the very beginning ofIntel.
From thebeginning, Noise gave all the engineers and most of the office workers stockoptions.
He had learned at Fairchild that in a business so dependent uponresearch, stock options were a more powerful incentive than profitsharing.
It took us with the incentives to go intothis.
Incentives were everything aroundus.
People sharing profits naturally wanted to concentrate on products that were already profitable rather than plunge into avant-garderesearch, which is what Noise really was interestedin, rather than plunge into avant-garde research that would not necessarily pay off in this shortrun.
He also wanted the fewest layers of management aspossible.
He wanted ideas to win out overhierarchy.
Noise's idea that was that every employee should feel that he could go as far and as fast in this industry as his talent would takehim.
He didn't want any employee to look at the structure of the Intel and see a complex set ofhurdles.
AtIntel, executives would not be walled off inoffices.
Everybody would be in one bigroom.
Noise worked at anold, scratched second-hand metaldesk.
As the companyexpanded, Noise kept the same desk and new employees were given desks that were not only newer but bigger and better thanhis.
Everybody noticed the old beat-updesks.
Then it goes into more detail how he structuredIntel.
Noise decided to eliminate the notion of levels of managementaltogether.
He and more ran theshow.
But belowthem, there were only strategic business segments as they calledthem.
So a segment would be comparable to like a major department in an orthodoxcorporation, but they had four moreautonomy.
AtIntel, here's an example ofthat.
AtIntel, if the marketing division had to make a major decision that would affect the engineeringdivision, the problem was not routed up a hierarchy to a layer of executives who oversaw bothdepartments.
Instead, councils made up of people already working online in those divisions that were affected would meet and work out the problemthemselves.
Noise was also a great believer inmeetings.
The people in each department or work unit were encouraged to convene meetings whenever the spirit movedthem.
If noise called ameeting, then he would set theagenda.
But afterthat, everybody wasequal.
If you were a young engineer and you had an idea you wanted to getacross, you were supposed to speak up and challenge noise or anybody else in themeeting.
You were face to face with the inventor or the co-inventer and he was only 41 years old and he was listening toyou.
So I mentionedearlier, he talks about the thrilling for like a young talentedperson.
Imagine your 24 years old just at a graduate school and you're in a meeting and Bob noise is paying attention and making you feelimportant.
This was much more like a cult or like a religion than it was acompany.
This wasn't acorporation.
It was acongregation. There were sermons atIntel.
Everyone noise included was expected to attend sessions on the Intelculture.
At thesesessions, the principles by which the company were run were spelled out anddiscussed.
And this was fun tome. Who's teaching thesesessions?
AndyGrove. The principles of Intel were explained via the Socratic Method at Management Seminars by Intel's number three man AndyGrove.
And so there's an example in the essay or the article of the way Grove taught and then hispersonality.
I'm just going to read the whole thing toyou.
I just maybelaugh. So Grove wouldsay, how would you sum up the Intelapproach?
Many hands would go up and Grove would chooseone.
And the employee wouldsay, atIntel, you don't wait for someone else to doit.
You take the ball yourself and you run withit.
And Grove wouldsay,wrong.
AtIntel, you take the ball yourself and you let the air out of it of the ball and you fold up the ball and you put it in yourpocket.
Then you take another ball and you run withit.
And when you've crossed thegoal, you take the second ball out of your pocket and reinflate it and score 12 points instead ofsix.
Grove was the most colorful person atIntel.
He was in his mid-30s at thetime.
He was the epitome of the religiousprinciple, the Intel religiousprinciple, that the greater thefreedom, the greater the obligation to exercisediscipline.
And then it goes into some of his managerial contributions toIntel.
Grove was the inspiration for performanceratings.
We're kind of like a reportcard.
And so all the employees aregraded.
There's let's see five different ways you can begraded.
It sounds a lot likeA,B,C,D, andF.
So it'ssuperior, exceedsrequirements, meetsrequirements, marginally meetsrequirements, and does not meetrequirements.
Andnoise, love thissystem.
And the reason you love that this is veryfascinating, hesays, if you're ambitious andhardworking, noisesaid, you want to be told how you'redoing.
In noise'sview, this is the very surprising part tome.
In noise'sview, most of the young hot shots who were coming to work at Intel had never had the benefit of honest grades in theirlives.
In the late 1960s and early1970s, college faculties had been under pressure to give all the students passing marks so they would not have to go off toVietnam.
And they had caved in until the entire grading system wasmeaningless.
AtIntel, they would learn what measuring upmeant.
The person that put that idea in my mind the best made the most memorable forme.
This ideathat,hey, if you're ambitious andhardworking, you want to be told how you'redoing.
Nick Sabin said this onetime, and I've never forgot to have it in like mynotebook.
I read it all thetime. Hesays, average players want to be leftalone.
Good players really want to becoached, and great players want to be told thetruth.
What did noisesay?Now, hesaid, if you're ambitious andworking, if you have the desire to begreat, you want to be told how you'redoing.
And so then we revisit this recurringtheme, thatnoise, it's constantlyinnovating, constantly improving upon what he's alreadydoing.
So Intel has a phenomenal second act that is bigger than their firstact.
So by the1970s, the 1103 membership had given Intel an entire corner of the semiconductormarket,right?
But that was only astart.
An Intel engineer named Ted Hoth came up with an invention as important as noise's integrated circuit had been a decadeearlier.
He invented the microprocessor, which was known as a computer on achip.
This invention leads to the possibilities for creating and using smallcomputers.
Computers sosmall, they surpassed with a most people thoughtimaginable, even people already working in theindustry.
And it's important to highlight that this was an illustration of one of noise's strongest held belief that innovation is a young person'sgame.
So it's an Intel Hoth and always kind of nurture like young talent and giving them as thisentire, youknow, essays talkedabout, he gave them a lot of latitude and freedom and a lot of responsibility and put them in like a place with resources andstructure, an environment that hopefullyyields, that turns their genius into a tangible product that makes the worldbetter.
IntelHoth, noise was looking at proof enough of his hypothesis that out here on the electricalfrontier, the great flashes came to the young Hoth was about the same age as noise had been when he invented his integratedcircuit.
And so this new invention caused an explosion inrevenue.
Obviously the company is going to keep adding people andgrowing.
And so noise does whathe, the same thing he did once the company gets toobig.
He must have stepaway. So in1974, noise turned over the actual running of Intel to Gordon Moore and Andy Grove and kicked himself upstairs to become chairman of theboard.
His major role was now to become the spokesman of SiliconValley.
He was awarded the National Medal of Science from the White House in 1980 and he was inducted into the National Adventures Hall of Fame in1983.
By then Intel sales had grown from 64 million in 1973 to almost a billion a year in1983.
Noise's own fortune wasincalculable.
Grunel College's 300,000 investment in Intel had multiplied in value more than 30 times and doubled the college'sendowment.
For those who followed the semiconductorindustry, noise was alegend, a nationaltreasure.
The man that led the world into the 21st century across the electronic grid and intospace.
And so when this piece ends Bob noise is 56 yearsold, he does notknow, but he only has six years left tolive.
He dies at the relatively young age of 62 from a heartattack.
I will leave a link down below on the show notes available on your podcast player and at at FoundersPikeS.com for you to read the entireessay.
I think it's worth yourtime.
But I also wanted to tell you what I was thinking about what I was doing and how this came tobe.
So a long timeago, I read this book called the IntelTrinity, how Robertnoise, Gordon Moore and Andy Grove built the world's most important company is written by this guy named MichaelMalone.
I'm going to read it in the next fewweeks.
I'm encouraging you to buy a copy and to read it withme.
And so even though I read that book over seven yearsago, there's still an idea in that book that I've neverforgotten.
I think it's reallyimportant.
It's the idea that you have for a newproduct, you have to educate themarket.
And that's what Bobnoise, Andy Grove and Gordon Moore realized with the invention of themicroprocessor.
He says when you were trying to convince an audience to accept a radicalinnovation, almost bydefinition, the idea is so far from the status quo that many people simply cannot get their minds aroundit.
They quickly discovered that the marketplace wasn't just confused by the concept of themicroprocessor, but was actually frightened by itsimplication.
Many of my engineering friends scoffed at it as if it was agimmick.
Theirsolution, the market had to beeducated.
And this is what's sofascinating.
The best founders know that they are the ones have to take the lead onthis.
At one point Intel was conducting more seminars and workshops on how to use the microprocessor than the local junior colleges total catalog ofcourses.
Bobnoise, Gordon Moore and Andy Grove became part of a traveling educational roadshow.
They became educators and itworked.
Another founder who understood this at a fundamental level was the founder of SonyAkeomarita.
This is what he said in hisautobiography.
One must prepare the groundwork among the customers before you can expect success in themarketplace.
It is a time-honored Japanese gardening technique to prepare a tree for transplanting by slowly and carefully binding the roots over a period of time bit by bit to prepare the tree for the shock of the change it is about toexperience.
This process is called Nima Washi and it takes time and patience but it rewards you if it is done properly with a healthy transplantedtree.
Advertising and promotion for a brand new innovative product is just asimportant.
The way Akeom would educate customers about a new product was inspired by the Japanese tradition of NimaWashi.
The thing they both have in common is that they both requiretime.
That idea that we see atSony, that we see atIntel, that idea that it is very important that when you are bringing a new product to market that you realize you have to educate the customers about why the product exists and what it can do for them is really reallyimportant.
That led me on this tangent to read this excellent piece by TomWolf, the tinkering of rubber noise and how the sun rose on SiliconValley.
I will leave a link down below for both this piece and the Intel Trinity book if you want to read it withme.
Links for both of those will be down below and available founderspodcast.com but that is 356 books down 1,000 to go and I'll talk to you againsoon.
Two quick things before yougo.
If you already subscribed to FoundersNotes, make sure that you log in and you grab the new private podcast feed that is included in yoursubscription.
I just made an episode that you're not going to want tomiss.
I updated that feed a few daysago.
If you have not already subscribed to FoundersNotes, I have made a tool for me that you can now get access that is FoundersNotes.
Founders Notes allows you to tap into the collective knowledge of history's greatest entrepreneurs ondemand.
Since2018, for over sixyears, I've been putting all of my notes and highlights for all the books that I've read for the podcast into this giant searchable database that you can tapinto.
So on this week'sepisode, on last week's episode on all theseepisodes, when you hear me reference ideas from Jeff Bezos or Walt Disney or Sam Walton or Charlie Munger orJ.
PaulGetty, the quotes that you just heard about Bob Noice and Gordon Moore and Andy Grove realizing the importance of educating the market about what you're doing and AkiaMaria, the founder ofSony, arriving at a similarconclusion.
That all that comes from me searching FoundersNotes.
I literally could not make the podcast without thistool.
That is a really important point to getacross.
When yousee, if you subscribe to FoundersNotes, what you see is what Isee.
It is the tool that Iuse.
You see the exact same thing that Iuse, the tool that I made for myself that you can now get accessto.
So many subscribers of Founders Notes are using it to help them think through issues they're having in theircompany, from hiring andrecruiting, tomarketing, toleadership, to preparing for boardmeetings, to preparing for salespresentations.
If you're already running a successfulcompany, I think it's a no-brainer to invest in this tool and I've added a new feature that is also going to show you how I use it and it's going to push ideas from history's greatest entrepreneurs directly into your brainquickly.
That is this private podcast feed that comes with every subscription to FoundersNotes, which I call SageAdvice.
Let me give you anexample.
The episode that I justmade, I had previously read both autobiographies written by JamesDyson.
That probably takes on a low-end 50 to 60 hours of reading and then countless hours of inputting my notes and highlights into FoundersNotes.
What I did is I went and reread every single note andhighlight.
There's also an AI assistant that I had built that lives inside of FoundersNotes.
It's calledSage. You can ask questions and it searches all mytranscripts, all mynotes, all myhighlights.
What I didis, first I reread every single note and highlight from the two autobiographies of JamesDyson.
Then I went and started talking to Sage and I was searching and just askingquestions.
Give me a list of James Dyson's best ideas and it gives you a conciselist.
Give me how to James Dyson think aboutmarketing.
What did James Dyson say aboutpersistence?
Things likethat. Then what I did is I just composed all of this into a single document and then I distilled down what I thought were the most powerful ideas from James Dyson's 50-yearcareer.
The career over 50 years where he's built thismultiple, multiple billion dollar company that he owns100% of and then I distilled all that down into an episode that you can listen to in 12 minutes and it is just rapidfire.
Here's how James Dyson thought aboutthis.
Here's another idea from James that you can use in yourcareer.
Here's another idea that you can use from the life and career of James Dyson in your life andcareer.
And so the idea with these many small episodes that I want to create is this is just a tool where I cancondense.
If I can condense somebody else that'slike, somebody's greatestideas.
I think there was 20 ideas in thatepisode.
The best 20 ideas at a50,60, 75 hours of research into something that you can listen to in 10 minutes and then the important part of them being short is really important because you're going to be able to listen to them over and over and overagain.
And that's if you listen at one xspeed, most people don't listen to podcasts at one xspeed.
And so these many episodes will serve as this constant reminder and it's really an easy way for you to download the ideas of history as great as entrepreneurs into your brain reallyquickly.
So then you can use them in yourwork.
So if you want to access the tool that will give you the superpower to access the collective knowledge of history's greatest entrepreneurs when you needit, make sure you go and subscribe at founders notes.com that is founders with an s just like founders the podcast of foundersnotes.com.
And then the second thing that I want to talk to you about is these founder events that I put on for the sole reason to help you build relationships with other high value founders investors and executives that listen to thispodcast.
The first one of these events I did in March of thisyear, it was a massivesuccess.
All the relationships that came out of it was frankly mindblowing.
But this is also something that's been known throughout history of entrepreneurship for a very longtime.
The importance of building real relationships with other high valuepeople.
This is something that both Charlie Munger and Sam Zell talked to me about inperson.
They both said in differentways, you really need to invest in developing relationships with other high valuepeople.
Both Charlie and Sam did that and they want to compounding those relationships for decades and building friendships and doing business with these people fordecades.
The maximum that I put on this idea is that relationships run theworld.
And so the next founders event is happening July 29th through the 31st in ScottsValley,California.
There's also one happening September 27th through the 29th inAustin,Texas.
These events take place at beautifulvenues.
So I rent out the entire venue and they're allinclusive, which means all youdo, all you have to do is get to the actual event and then your ticket includes yourlodging, yourmeal, access to every singleevent.
It's just really simple and the way frankly they all shouldbe.
And one of the benefits of running out the entire event is that means that every single person you see there has the same interest that youdo.
So all you have to do is get there and I take care of therest.
If you're interested in building relationships with other people that listen tofounders, otherfounders, otherinvestors, otherexecutives, other high value people come hang out with me for two days at a foundersevent.
You can learn more by going to founderspodcast.com forward slash events at founderspodcast.com forward slashevents.
Thank you very much forlistening.
Thank you very much for thesupport.
