YouSaid · the spoken record

Brad Jacobs

lines on the record: 174
first: 2025-10-28
most recent: 2025-10-28
sittings or episodes: 1
sources: podcast

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“Understood that it's up to you. You can diddle daddle through life and just kind of sleepwalk and then die. Or you can live life. You can embrace life. You can have big dreams and go all in and find your passion, which for most people is not going to be business or making money. But whatever it is, that's what it is. And really achieve something fantastic. And for me, that's big motivator.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Reliving the goosebumps, literally physically, I'm feeling the tingling of my sensation because that wasn't a critical moment in my life where I...”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Do you know, I think Amazon modified that mission statement now, something with employee engagement, too. Something about workplace, great workplace environment, something like that, the best workplace environment in the world.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“But this idea of going, it drives me. It's like, I want to build wealth, you know, so my kids are proud of me. And I show them what it's like to chase after something and be deeply committed to it and be passionate about and love it and also make something that's better for other people. And if you do that automatically, you know, the family will prosper and everything else. So I think that's like, I think that was one of my favorite parts of your book.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Their families, I love this idea, I think it's really important to have a, I think it's tied to your obsession with like the public markets too and what you said in your book about being very proud of building wealth, not just for yourself, but for school teachers, pension plans, nurses, firemen, and everything else, like the importance of having a mission bigger than yourself. I think if you just live a completely selfish life, first of all, you would have stopped wait a long time ago. Like you didn't need to, in general, people, you wouldn't have to do this. And I've seen this in a couple different places where Jeff Bezos, we talked about him a few times today, where his idea was when he started Amazon, he's like, I want to build the world's most customer-centric company. So I want to be an example, not just to our employees and our customers, but to other companies to see, look how you can over the long term, you can align the interest of the customer and the shareholder perfectly aligned. They just have to be done so over the extremely long term.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“They don't care about you and me, David. They care about them, which is normal. That's capitalism. It's free markets. That's a good thing.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Remember, I told you a few minutes ago that I give everyone on the top level of the company a bunch of equity. But it's locked up in five years. So I meet with my CHRO, who's fabulous regularly, usually twice a month, and she shows me a spreadsheet of how much the equity is going to be worth at $50 a share, $75 a share at $100 a share. And I look at that, I look at the numbers. And I say, okay, this person has something to work for. This person's on the team. That's something I see them working really hard to get those numbers. Or I see G, you know, somehow or another we messed up the comp and maybe we got to top the person up. Wow, I can't take anything back, but maybe I gave too much, whatever. But at least I know where everyone's head is at because I know what's in it for them. You know, there's always that joke. I listen to radio station W-I-F-M, what's in it for me. And people are generally...”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“I think you're a faster learner than me because I don't think I ever thought about intentives. I think episode 97, so this is probably like six years ago. I had read, that means I read 96 biographies before this. I get to poor Charlie's almanac. And he's really the one that got Charlie was the one that really put into my mind about how important this was because I thought he was one of, I still think he's the wisest person I ever met and probably one of the most brilliant people. And he said something fascinating in that book where he's like, I've been in the top 5% of my age cohort my entire life of understanding the power of incentives and how it drives human behavior. And there's not a year that goes by and he's probably in his 60s when he said this. There's not a year that goes by where I don't underestimate the power of incentives. And he would repeat over and over again. He showed me the incentive. I will show you the outcome.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“You have to have a partnership, you have to be trading with people all the time. You got to be figuring out what will help them, what's good for them, and how can we make money together, not me at your expense or at my expense, but how can we go conquer the world together?”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“People are coming to work not because they love me. They might love me, I might love them. That's not their main motivation. The main motivation why they're coming to work is to make money and make money for themselves and more often to make money for others, to make money for their families, for their spouses, their kids, or whoever. And that's important to understand the motivation of the other person is really, really important. It's called theory of mind, where you understand and a child gets that after a few years. They don't have it at first. And there's a lot of psychological studies done on that. It's important to look at things from what's motivating the other person, what's driving the other person, what's important to that other person. That's good in deal making. That's good in compensation. That's good in building teams. That's good in customer relations. That's good in vendor relations. You need to understand their point of view. You can't just be in your mind. You can't just say, here's what I want. Here's what's important to me. And I'm a bully and I'm going to go get it. Because people are just going to stick their tongue out. You're going to turn away and do something with else.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Very, very early, very early in the oil brokerage days because I used to have, we had tables, like 10 brokers at a table. And every month we paid people monthly. I'd meet with everyone and say, look, we made so much this month in the bonus pool. What percent do you think you contributed to it? And then I would add it up. It would always come to like 300%. Never added up to 100%. So I had to have these difficult conversations that people said, like, you know, you think you're inflated with how much of things are like that. What I realized very early on is”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, I think there's a lot of Well, you do get better as you keep with experience, like in anybody, in anything. But the principles are pretty the same. If you look at all my companies, the essential concepts are the same, that you want to have fantastic people, that you want to have rules of engagement with those people where you get along and go kill the competition instead of killing each other, that you want to have fair compensation so that everybody's in on the action here, so that”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Someone can say Wadwab's time, waste of money. Like, how does that what you're suggesting we do influence directly or even indirectly? Growing organic revenue growth or increasing the margin. And if it doesn't. Wat Wom. It's a waste of time, waste money. You have limited time and you have limited capital. You've got to be. Directing that time and deploying that capital to things have the greatest returns. Otherwise, it's watt whom.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“A phrase I used to use, and you brought it out to me, so I'm going to start using it again. I haven't used it recently as Wat WAM. W-O-T-W-O-M. Okay. Waste of time, waste of money. So when people are brainstormed, we kind of let's do this, let's do that”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Everybody around me. So if I'm spending too much time on I'm going to catch Heckford being on this podcast, by the way, no, I love doing it.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Monday morning at 7 o'clock after we announced the acquisition. I've already created Alpha for my shareholders. That's a nice way to start the week. Number two, if I then double the profit over the next three to five years, then I'll get a nice multiple. And if I generate, those are the two main things I need to focus on. He understands that. Now, what he also understands is all the components, because in the monthly operating reviews and all the correspondence, we're very good at communicating with each other what's important and what's not important. So he knows my priorities, and therefore he's a great gatekeeper. Is there any”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, that's my framework. In business, my framework is because I've learned if I do those two things and it takes a hundred different things to do those two things well. But if I do those two things well, I will create dramatic shareholder value. If I buy companies at significant multiples of profit than I trade at.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“My priorities, and he understands why I was talking to you before, like the two most important things that I got to do are have organic revenue growth, better than the competition, and a margin expansion, and everything false. He understands that. He understands that in order to do that, I have to focus on people. I have to focus on technology. He understands the different levers to do that. He understands.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Oh, you should definitely do something on him. You asked how I manage my time. So I have a chief of staff. He used to work in the Oval Office and managed the most important person in the world's calendars. I mean, he's always very, very good. And more importantly, he understands what I'm doing. He understands”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Like, you When I was researching after. After XPO, I was looking for my next thing No, excuse me, after United Rentals is my next thing. And I was looking at asset management and I went and I went to Chicago and I wanted to get an appointment with Ken Griffin. Now I've met, now I know he's a neighbor down in Florida. I don't know well enough. And I think he'd return my call if I called him. But he would turn down the meeting. He wouldn't take the meeting. He said, wow, that's kind of humbling. But you can't even like. Spend an hour since 10 is a very, and I think you interviewed him, right?”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“I care about that. But, like, you know. No, the average person, yeah, for sure. And I'm not one of the richest people in the world. There's many people who are vastly richer than I am. But in my own modest way, I've... I've created some level of recognition and some of wealth. And more importantly, wealth. You should see my inbox.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Well, you can solve that problem. That's a problem you've identified. That's great. That's half of the solution of the problem. You need workout. He has a”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“One appointment Tuesday. I have no appointments. Wednesday, I have no appointment because he controls his time. He controls his time and he has no problem saying no and refusing people time. I think I have a”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Many people know Warren Buffett. I barely know Warren Buffett. I met him a few times, but not a close personal friend. I wish he was, but he's not. But I know a lot of people who are close to me who are close to him. And most of them have the same story, so you must tell this to everybody. He tells people I'm the richest person, I'm the wealthiest person in the world. And they say, well, Ms. Buffett, you were for one period of time, but I think you're number four or whatever. He says, no, no, I can prove that I'm the wealthiest person in the world. They say, why is that? And he reaches and he brings out his daytime or his calendar. And he says, Monday.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“I've lost count. I don't know if it's 100,000. When I say, look, looked at in depth But in the thousands, many thousands.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Where we are right now, the stock price. We want to get massive outperformance and get to here. That's great. That's just the beginning. Here are the levers of how I get there are the levers of the things that we must do as an organization that will improve our profitability, improve our multiple, generate free cash flow. Just how are we going to get to there? And in my case, it's not that hard because when you do the graph, the first two bars, when you do the levers Comprise the vast majority of what you have to do to create the value. And those are buying companies right, meaning being very disciplined in what you pay and looking at lots of acquisition candidates at the same time so you don't fall in love with any one of them. And so you have alternatives.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“You've got to have CEOs, and they did that are in the whole thing. Understand from A to Z what running a business is and how you create shareholder value and see the whole picture of the levers. So I always tell friends who are, and I have a lot of friends who are portfolio managers or analysts on the buy side, I say, when you bring a management team in, you need to ask them, what's your stock price going to be five years from now? And what are the levers that I have to believe that's going to get you there? And if that CEO tells you, that's a great question. I'll get back to you. Short that stock, or at least don't buy that stock, because that's the first thing the CEO has to know. First thing is a CEO and the senior management team has to know with great specificity. Here's...”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, they're not afraid to do making generalizations. There's always exceptions, but generally speaking, what I find is... They gravitate to the stuff they like and that they're good at, and they kind of just don't do the stuff that they don't like or they aren't very good at. And you can't. You've got to, you've got to be, if you want to be a good CEO and have a high performing performing company and be in the top decile of stock performance, like United Rentals and XPO were both top 10 stock performers last test gate. That's not random that both those companies were because it was the same principles, same structures.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“You talk to CEOs who haven't created a lot of value, who are not really good at this game, they'll know four or five or six, even half of those 20 things, but they don't do the other. They don't do the other part. You got to be in all of them. But you're not in all those things in equal measure. Some things you don't have to spend as much time on. The people things and compensation things, I actually spend a lot of time on. So that's core. That's critical to get right. That's something that if you get wrong, you waste it. budgeting. I spent a lot of time going on the budget, customer satisfaction. I spend a lot of time on that. The employee engagements, going out to the field, doing the town halls, doing the zooms. I'm all in on that.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“A fair amount. So, if you're CEO, you're managing 15, 20 different things always, you're managing people, you manage technology, you're managing budgets, you're managing investors, you're managing infrastructure, you're managing transportation, you're managing logistics, you're managing pricing, you're managing procurement with the vendors, you're managing customer relations, you're managing sales, you managed sales force excellence. There's about 20 things that are your life. Like that's what a good CEO does. The problem with a lot of CEOs is they've come up through just sales or operations and they're good at that, but they kind of just delegate the other 15 things. That's really part of the CEO job. You look at the great CEOs, the CEOs have created a lot of shareholder value. They've been in each one of those 20 or so things. You talked to Dave Cody. You talked to an Ed Breen. You talked to Larry Culp. You can talk about any of those 20 things, and they have things to say, and you can learn from them.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“You've got people very focused and very motivated and very well trained and feel good about the company and feel good about their job, that productivity of that 1.2 million hours a day is going to be a lot more than if the conditions I just mentioned are not present. Managing people's time, putting them in the right priorities and ranking what people should be spending their time on is very, very, very, very important for success. Now, how do I spend my time? I spend my time deliberately and consciously and intentionally on the things that I think make most amount of value for the company.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“So, time. So, when you're a CEO, when you're an executive, you only got two things you got time and you need capital and how you deploy that time and how you deploy that capital equals results. So it's your time and it's the time of the people of the organization. So when I was running XPO, we had about 150,000 more employees worldwide. So each one of those work, the senior manager worked long, long hours, but the average worker worked eight hours a day. So you had eight times 1.2 million hours a day of work getting done.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Any insights into that? If you want someone to disagree with that, you have to talk to somebody else. I'm curious how you 100% agree with that.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“We were trying to figure out some way, but you could use automation to LTL because he was a big LTL FedEx is the biggest action LTL, and XPO is a big LTL. The automation is not there yet to get all the closed spaces and all the people still involved in that. But it's going to be. Package have automation, though. Package automation is much further ahead.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Fred was In a big way. Yeah, of course. You're always talking about this new invention he just did in the removing packages and robots”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Our inditex is a big customer of GXO logistics, one of the companies we spun off from XPO. And GXO runs a lot of their warehouses in Europe. And it's exactly what you're saying. It's e-commerce. It's trying to do things very efficiently and very quickly and very accurately. And you need technology to do that. You need robots and you need AI. Every business, every single business is going to see more automation and more AI. People have to get on the program on that or they're going to be dinosaurs.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, yeah. And then you're reading about this, you're like, it's not a fashion company. It is a technology company. What does that mean? He built the logistics and the system to say me and you can walk out on the street right now and we can see, oh, there's a trend here where all these ladies are wearing dresses with whatever, you know, red flowers on them. And he can take that idea and put it through his system and he can have manufacture dresses with red flowers in eight, you know, 25 different countries in seven days. That is technology. And he says we're a technology company with a chain of stores attached to it.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Do we have an outside share of entrepreneurs? Everybody's like, you should do more XYZ. It's just like, why are they all American? And I understand that. And my point being is like, if you think about entrepreneurship in the market economy, it's only a couple hundred years old. It's like, well, America's kind of dominated there. So it makes sense if 75 or 80% of my episodes are about that. I did one on one of the most successful entrepreneurs in Europe named Amancio Ortega.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“I would argue that if anybody, I don't think you could be the leader in any industry and not also, we don't think of them as tech companies because we think tech has to be like Google or Facebook. It's like, no, they're all tech companies. I just did, um... I wanted to do more than just like American entrepreneurs because.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“In business, you always want to be finding waste because there always is some and eliminate it. You always want to find inefficiencies and there always are. You want to reduce them. Technology helps you with that. Walmart's a big tech company. So my chief supply chain officer came out of Walmart, very, very sophisticated guy. It's all about technology, all about using tech in order to get the data and then being very data driven.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“First, he heard computer, he heard overhead, he heard expense. I can't do that. And then he was slowly allowed himself to be convinced by the talents of people on his team, and he wind up when he decided to invest, he wouldn't dabble. He invested $500 million in $1979. Who knows what that would be today in the most advanced computer system to handle his logistics and distribution? And that was an edge that not another retailer on the planet had, or at least in America had, that he had the technological edge over the rest of his competitors.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Software over and over again. It's like the best entrepreneurs, the best CEOs, the best executives. They're not scared of technology. If you're scared of it, you're going to get destroyed by it. They embrace it and they invest heavily in it. And again, the benefit I have is like I'm reading about a chocolate company that was started 80 years ago and they have some of the most advanced robots making chocolate. I'm reading about a tire company from 150 years ago. watch their costs and they're very efficient on in how they spend their their time and their money, but they invest heavily in technology. No one thinks of Walmart as a technology company, but if you go back in 1979, right, Sam's in his 60s, and they're like, hey, we're doing everything by hand. Our business is way getting way too complex. We have all these distribution centers. Think about the logistics. You would know all this, moving all this material where it needs to be at the right time. We need to invest in computers. And Sam, at the...”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, it's not going to work. But the way I would summarize the main theme from Andrew Carnegie's book that then reappears over and over again in all these stories is invest in technology, the savings compound. It can give you an advantage over slower moving competitors and can be the difference between a profit and a loss. And you see that over and over and over again. It doesn't matter if it's steel, waste management.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Everything in the world was going to be made So, what I do is like when I'm finished reading a book, again, We have to like distill it. You're not going to remember 250 pages. Andrews, a young person getting into an existing industry. It's a new industry, but it's still an existing industry. Most of his competitors were much older, and they were very resistant to your point, resistant to change. You cannot be resistant to change. You have to embrace the major trend, which is what your mentor told you. And so I was hearing the criticism that his competitors almost like when you were in that business and the guy took you out to lunch. It's like, slow down. I used to be the first. Now I'm the second. That's a terrible way to do business. Like, take your competitor at the lunch and be like, stop being better than me.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“You know, 40 years ago And then the waste management, when you're like, hey, I should get into this. And then you realize, wait, they're not even using technology to figure out the most efficient route. And this constant application to technology is one of the things I'm glad it was on my notes, but I'm glad you brought directed the conversation there because the way I thought about this has really crystallized my mind when I read Andrew Carnegie's autobiography, right? Which is probably written 130 years ago. For whatever reason, if you talk to somebody today, they don't think of like the production of steel as technology, which is like a crazy thing. At the time, it was like they literally invented a new and a better way. And then everything in the world was going to be made out of this. And so what I do is like when I'm finished reading a book, again, we go back to this idea that you and I share, we have to like distill it. You're not going to remember 250 pages, but you remember a paragraph or a sentence if you can.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“But that turned out to be a good prediction. Why was that a good prediction? Because to me, I'm looking at it saying the main trend, the long-term trend, is to use technology to do things that we've been doing ourselves. And so I'm always trying to look at these different work streams and say, is that something that can be automated? Is that something that's going to be AI or robotics going forward? And then capitalizing on that.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“Intellect or speech to computers, to the cloud. This is big. This is really, really, really big. So when I looked at 55 different industries before I picked building products, I ruled out a bunch of them. So this is look like an interesting industry, but I think AI and automation are going to kibash. And I didn't do it. And I mentioned in the book, there was one particular online education company. It was called Cheg. I said, I don't know. It seemed like you got a good business, but I think the AI is going to come in, basically do that for free. Well, you know, and I said, I think the stock might come down. Well, stock came down a lot. It came down from 50 to single digits. So fortunate, I made a good prediction there as yogi bear said. predictions are difficult particularly when they're about the future”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“And one of the key things that have happened over the last 13 billion years, and reducing that down to a couple hundred points, I think that was real helpful. So I modified it a bit and made it more specific to business, things that would be applicable to business. But the main trend, going back to Mr. Jesse about you got to get the main trend right, the main trend for the last two million years has been humans creating tools, aka technology, to do things, to outsource to those things that do better than us and free up our time. So whether it was fire, whether it was a wheel, whether it was the printing press, and more recently all the digital electronic stuff we've done and all the internet and now artificial intelligence and robotics and nanotechnology, this is the trend. The main trend in life and therefore in business is technology, outsourcing our senses, outsourcing our memory, outsourcing now our...”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“I love how the end. So I got that from Kurchwell, by the way. Ray Kurzwell. So Ray Kurzwell, huge mentor of mine. Only met him once, met him for about six hours. I've read every book he's written. I've read every article about him. I see every YouTube. I'm a Raker's wild fan. And when I read in the singularity is near in 2005, 2006 when that book came out was amazing. There was a chronology of the universe going, you know my meditation, I go back to space in time. I said, Kindred Spirit here is somebody who thinks in large scale of time.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT
“That's a simple business. And the application of technology, which is, I love how at the end of your book, you have essentially what are all the some key technology developed by humans starting back 300,000 years ago and you move forward. I thought that was a beautiful way to just put that in the current.”
2025-10-28 · Founders · My Conversation with Brad Jacobs · IDENTIFIED FROM THE TRANSCRIPT