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First Principles

Use first principles to go deep on the most important problems to solve.

Sustainable flow of energy over time is all that matters. Money provides the freedom to release energy but a poor proxy for appreciating true value.

With Web3 humans have the capability to measure success on what really matters.

When you reason from first principles, opportunities for application are many - Pavel Tsatsouline


Gain critical mass of values and beliefs combined with technical capabilities and talent to become an irrepressible force.

Routinely asking the most challenging questions to improve tools and processes to maximise opportunities and limit losses.

Continually level up Processes, People and Platform to continually evolve capabilities to create value.

Engineer systems that evolve Assisted Intelligence and Optimism. Humans and Machines working together to maximise Intellectual Capital.

  1. Learn first principles,
  2. Engineer good habits
  3. Collect valuable stories
  4. Use DCF analysis to value options
  5. Check immutable truths
  6. Benchmark success and failure
  7. Decide your bet

Immutable Truth

Evolution is based on people combining tools and processes to create better value outputs from available resources and information.

The aim of life is to feel fulfilled by creating value?

What are the core principles of value creation and transfer?


In a flow state you can sustain peak performance of creating value without undue effort.

Optimum flow requires matching your pump to capacity to transfer volume over what distance. Undersize the pump then not living up to capabilities, oversize and you create friction by pushing to hard causing wasted energy and burnout.

Perpetual life decision process.

Input + System = Added Value Output

System = People with Purpose plus Process & Platform

Strategic Priorities

What problems matter most?

  • What outcomes matter most?
  • How do you delivery these outcomes?
  • What don't we know about?
  • What don't we care about?
  • What do we disagree on?
  • What are we sure of?
  • What is the hardest problem?
  • What is the most valuable problem?

Deep Work

When you have iden

  • Where does innovation matter most?

  • What tech do we need?

  • Is the tech and required resources ready?

  • Is the tech cost effective?

  • How can we avoid failure?

  • Do we have the belief?

Quality Control

Determine which on outcomes matter most to add value then work backwards. Created triggers that monitor bad habits and use mantra or engineer systems to avoid their traps.

Virtuous Cycles

Close the loop to create innovation flywheel effects.

  1. Drive innovation of better tooling
  2. Better tooling enables capability to optimise processes
  3. Better tools and processes provides stronger platform
  4. Stronger platform enables attacking more complex opportunities


Either identify most important problems you have the capability of doing something about, for the people you most care about. Or tune into your beliefs and desires to establish a northstar then convince others of the vision and mission.

Tell transformation stories to build connection to meaning.


Human connections are the most valuable asset of all.

Communication is most important to building strong connections.

Choose the right communication protocol and content strategy for the job to be done.


All that we are is a consequence of our decisions. Good decisions are a consequence of fast, succinct, accurate communication.


How will we do this?


First we make our habits and then our habits make us

  • Required human resource capabilities?
  • Depth of cover?


Connections are of greatest value.

Who will use this?

Who can build this?


What can be leveraged to build this?

What are we doing that’s bigger than us?


What outcomes must be provided


If you want to grow everyone must follow a common approach to delivering results to improve analysis and decision forecasting.

  • Standards must be continually challenged to evolve with experiementation
  • Anyone can follow what changes have been made to a process and why


Documentation of standard processes is never complete and can always be explained better.

  • not complete until someone else can follow it to product desire outcomes
  • leaders must live by this belief

Refer to Ruby of Rails docs by DHH. MVC was not a new idea, but a lot of effort went into writing documentaton that made the framework approachable to a non-technical audience, that and the convention over configuration approach lead to heavy adoption in enabling lean startups to focus on delivering value rapidly.