Subject Matter Minutes Of The Annual Shareholders Meeting: Fill & Download for Free

Of course. That’s exactly what “due diligence” is all about. How thorough an investor will be depends to some extent on the professionalism of the investor, the size of the investment, and the stage of the company, but the checking will almost certainly entail requesting and reviewing all of the startup’s financial accounts and projections, customer contracts, cap table, IP filings, etc. (That’s one reason that a platform like Gust Launch can be so useful, because it ensures that everything is appropriately tracked and recorded.)Here is a typical business diligence checklist for an angel or venture investment:Company OverviewArticulate the “equity story” here (i.e. why the company is on to something and why its stock will appreciate greatly). Is it compelling?Does the company engage in thorough business planning?Does management have a clear understanding of the challenges it faces and a realistic plan to address them?Are there any skeletons in the company’s closet from previous activities (e.g. outstanding liabilities, unassigned IP)?Management TeamAre all resumes and personal references available?What key strengths does the management team have collectively and individually?What holes are there in the team and how/when might they be filled?Have there been any disgruntled employees and, if so, why? Do these employees cause any tangible risk going forward?What strengths does the Board bring to the company? How might it be augmented?Is there a Board of Advisors, and, if so, how active is it?MarketingDoes the company have a well-defined sense of what its true market is?·Is this market sufficiently large and fast-growing to be attractive?Is the company’s market generalized or niche?If generalized, does the company stand out from competitors?If niche, will the company dominate sufficiently to either build attractive cash flow or be bought by a larger firm?Is the company the leading firm in its market? Market share?What barriers to entry does the company enjoy? How long lasting are they?Does management understand the key metrics to measure its business and does it track its progress effectively? How do the metrics compare to similar firms?Does the company have a sensible business model?SalesDo customer reference calls bear out claims management make about demand for their products/services?Is the company pipeline attractive? What is the probability that it will hit its targets?Does the sales strategy make sense? What could be done to improve it?Can the company acquire customers profitably?Is the company’s sales cycle better or worse than its competitors and is it attractive?CompetitionDoes the company know who its competitors are, including indirect competitors?Where does the company stack up vs. competitors? Can it win business from them?Has the company focused its business plan narrowly enough to limit its competition?How well-funded is the competition?Product DevelopmentIs the product a need-to-have, a nice-to-have, or a luxury? Does it solve a critical problem or enable growth (if B2B)/provide entertainment (if B2C)?Describe the customer demand in detail?Has the company proven adept at product development? Does it have an adequate technical team?Did product development flow from perceived (or better yet researched) customer demand or from some other impetus? Explain.Intellectual PropertyDoes the company have an appropriate IP strategy? Explain.Are there any issues relating to patents or intellectual property?Production / Operations (HR, Customer Support, Fulfillment, Returns, Distribution Logistics)Do the management team and other employees enjoy appropriate incentives to run the company for the long term?Are the interests of management aligned with ours?Are total labor costs appropriate?Does the company have a realistic plan for managing its back office and customer support? Will it be able to handle customer growth while maintaining customer satisfaction?Financing StrategyIs the valuation attractive? What is the projected times money returned and IRR (if calculable)? Is the risk-adjusted return attractive?Does the company have a thorough plan as to what it will do with our money? Is it sensible?Is the company raising the right amount of money?What financing risk exists in the business plan? How much additional money must they raise and how flexible (in amount and timing) can they be in raising it?FinancialsDoes the company have a realistic set of projections based on reasonable assumptions?Are the projections bottom-up (good) or top-down (not so good)?Does the company have good operating leverage?Are the margins attractive (absolutely and relative to competitors)?Has the company met, exceeded or fallen short of its previous budgets? Analyze variances.Assets and PropertyAre there any issues here?Customer ReferencesWrite up summary of reference calls.Do customer reference calls bear out claims management make about demand for their products/services?Are there any issues flagged by customers? Does management recognize and admit to (without prompting) these issues?Contracts and AgreementsReview all contracts with legal counsel and flag any issues, risks or omissions.Corporate DocumentsReview all corporate documents with legal counsel and flag any issues, risks or omissions.TaxesReview company tax situation and analyze effects on cash flow over next several years.InsuranceAssess adequacy of insurance coverage and analyze risk to investment thesis of any insurance gaps.And here’s the legal/financial due diligence checklist that would accompany it in the case of a full venture or strategic round:“Please furnish for our review copies of the following documents or indicate in writing on a copy of this list that none exist. In addition, please provide a written summary of each oral agreement or arrangement which is responsive to the requests set forth below. Any documents identified as originals will be returned to you promptly.Unless otherwise indicated, (i) all requests are for any matters which are currently existing and in effect or which occurred at any time since the Company’s incorporation but which are not now existing or in effect, and (ii) each request applies to all past and present direct or indirect subsidiaries (if any), and all predecessors, whether corporations, partnerships or joint ventures. For purposes of this request, all such entities are included in the term “Company.” Where there is no information responsive to the request, please so indicate by writing “N/A” or the equivalent in the margin.I. Corporate Records.Chart showing, or a narrative description of, the corporate, partnership, limited liability company structures (parents, all subsidiaries and other financially or legally related entities) and ownership (including the number of shares and/or percentage of ownership) of the Company.Copies of the certificates of incorporation, by-laws, partnership agreements, operating agreements and other similar organizational documents of the Company.Stock record books and copies of all stock certificates, including reverse sides, of the Company and affiliates.List of all subsidiaries and affiliates of the Company, if any.List of jurisdictions in which the Company is qualified or has applied for qualification to do business and evidence of such qualification or application.List of jurisdictions where the Company has substantial contacts (e.g., real or personal property owned or leased, employees, sales representatives, etc.).List of the Company’s current shareholders, the numbers of shares owned and the consideration paid for such shares.Warrants, stock options, agreements relating to any warrants or options to purchase securities, any convertible security and other rights to subscribe for or purchase securities.Schedule of all outstanding stock options and warrants, including name of individual, grant date, expiration date and exercise price, of the Company.Voting agreements, voting trusts, shareholder agreements or other similar arrangements with or among shareholders or equity owners of the Company.Stock purchase and repurchase agreements.Stock restriction agreements.Registration rights agreements.Minutes or other records of meetings of the Board of Directors, committees of the Board of Directors or shareholders of the Company.All materials distributed to members of the Board of Directors, committees of the Board of Directors or shareholders of the Company since incorporation or organization (or written consents in lieu of meetings).II. Employee Benefit Plans and Other Employment Matters.Employment, consulting, compensation or other agreements or arrangements to which any director, officer or employee of the Company is a party.Copies of any provisions of any contract or arrangement, pursuant to which any director or officer (or other applicable principals, partners or members) of the Company is insured or indemnified in any manner against liability.All documents relating to pension, deferred compensation, stock option (including SARs), profit sharing and any other similar plans of the Company, all IRS determination letters relating to the foregoing and the most recent actuarial report for any defined benefit pension plan for the Company.All other employee compensation, bonus, incentive, benefit (e.g., life or health insurance) or similar plans of the Company, including plan evaluation and actuarial evaluation reports.Any standard form employment agreements used by the Company as well as any agreements that deviate in any material respect from such standard forms, and all severance or special termination agreements with senior management of the Company.Information with respect to any pension benefit plan subject to Title IV of ERISA maintained by an entity other than the Company which is, or was within the past five years, in a single controlled group with the Company.All collective bargaining agreements to which the Company is a party or by which it is bound, including any side letters.Any policy manuals or materials with respect to trade or employment practices of the Company.Confidentiality, proprietary rights, and non-competition agreements (i) between the Company and any officer, director, employee, consultant, representative, supplier or customer or (ii) which the Company’s employees or consultants have entered into with a prior employer.Information as to employment arrangements and/or compensation plans where any benefits or rights are triggered by a change in control of the Company, including any so called “golden parachute” or similar arrangements.Information as to employment arrangements and/or severance plans where any benefits or rights are granted upon severance or termination of an employee, whether or not in connection with a change in control of the Company.Any contracts for consulting or management services.III. Regulatory MattersAll applications, filings, findings, reports, registration statements, correspondence, complaints, consent decrees, determinations, orders, etc., relating to federal regulatory agencies and all foreign, state and local agencies performing similar functions. Include all exhibits for all filings, unless duplicative of material requested elsewhere.IV. Properties, Assets, and Leases.List of all real property owned, leased (as lessee or lessor) or used by the Company including all documentation of ownership, leasehold interest, any encumbrances or restrictions against transfer on such property, and any title insurance policies or title searches.List of all intangible or intellectual property e.g., patents, trademarks, copyrights, trade names, trade secrets and customer lists owned, leased, licensed or used by the Company and any patent or trademark registrations or similar documents in any domestic or foreign jurisdiction. Please include any required permits, licenses, approvals, related regulatory reports, or agreements and any actual or threatened claims of infringement or misappropriation.List of all fixed assets, personal property and equipment owned, leased or used by the Company including all documentation of ownership, leasehold interest or any encumbrances or restrictions against transfer of such property.With respect to all of the properties and leases described in this Item IV, please identify any officers, Directors, shareholders or employees of the Company holding an interest in such properties or leases.V. Material Agreements and Financing Documents.Loan agreements, lines of credit, indentures, revolving credit agreements, note purchase agreements, notes, other evidence of indebtedness and all related documents concerning any debt financing.Venture capital financing documentsAny agreements in principle or otherwise with respect to mergers, acquisitions, divestitures or sales of material assets of the Company, whether or not consummated.Mortgages, security agreements, pledges and other evidence of liens or letters of credit securing any obligations of the Company.Corporate and personal guarantees of any obligations and powers of attorney executed in the Company’s name.Schedule and copies of all contracts, agreements, arrangements or understandings under which the Company (i) has any surviving representations or warranties or any ongoing obligation to indemnify, defend or hold harmless any party, (ii) is subject to any other material commitment, contingency or liability or (iii) which restrict in any manner the right of the Company to conduct its business or to compete with any partyList of bank accounts belonging to the Company and its affiliates.Correspondence and internal memoranda relating to any documents requested in this Item V.VI. Marketing, Sales and Operations.Licensing agreements (including inter-company).Patents, patent applications, trademarks, trademark applications and copyrights (domestic and foreign), service marks (domestic and foreign) and documents relating to know-how, trade secrets, and other proprietary information used by the Company.Promotional material, sales literature and other advertising documents distributed to potential customers.Agreements with any educational institutions or relating to the Company’s provision of private student loans.Joint venture, partnership and limited partnership agreements.Agency, commission, distribution, franchise or sales representative agreements.Governmental contracts, agreements or purchase orders.Agreements under the which the company is obligated to provide or purchase a material amount of goods or servicesAll other contracts (including executory contracts) material to the Company.VII. Accounting, Financial and Insurance Matters.2004 annual and 2005 year to date monthly financial statements (including balance sheet and income statement).All documentation relating to any transaction between the Company and any director and officer including any loans or similar arrangement.Budgets, fiscal projections and strategic plans, together with a review of or comparison with actual results, if available.Summary of federal, state, local and foreign income tax status, including consents and agreements with any tax authority or any pending or threatened disputes concerning tax matters and all audit papers and communications between the Company and the Internal Revenue Service.Any documents relating to liabilities and obligations, including material contingent liabilities, write-downs or write-offs of notes or accounts receivable, incurred otherwise than in the ordinary course of business since formation.Copies of all insurance policies and a history of insurance claims, with details of any pending claims or incidents which may arise in claims.VIII. Legal Proceedings.List and description of all material litigation, administrative proceedings, arbitration proceedings, investigations, claims or disputes (including pending or threatened litigation or claims) involving the Company or any principal shareholder, officer, director, principal, partner or member of the Company as a plaintiff or defendant.All consent decrees, judgments, other decrees or orders, settlement agreements, injunctions or similar matters (continuing or contingent) to which the Company is a party or involving any person in his capacity as a shareholder, officer, director principal, partner, member or employee of the Company.Documentation with respect to any pending or threatened disputes with any governmental agency to which the Company is or may become a party.All correspondence dealing with actual or alleged infringement of patents, trademarks and copyrights.Any waivers or agreements canceling claims or rights of substantial value other than in ordinary course of business.IX. All other materials and documents involving the Company, not otherwise covered by the foregoing items, which, in your judgment, may be material to the business of the Company or which should be reviewed in making disclosures regarding the business and financial condition of the Company.”

I think the immediate answer that you would get if you ask any successful investor on how to successfully invest in stocks would be to “Invest like Warren Buffett!” However, can you replicate Warren Buffett’s success investing in stocks even in this century? Let us analyze.First of all, how did Warren Buffett become the richest person in the world in 2008? What were the essential traits that lodged him in the top slots of the Forbes billionaires list starting from scratch? Warren’s success can mainly be attributed to the reasons that I am going to discuss below.Compounded MoneyAlbert Einstein once said “Compound interest is the eighth wonder of the world. He who understands it earns it; he who doesn’t pay it.” It is the human race’s greatest invention of all time, or the most powerful force of the universe according to Einstein. So if you want to get rich, you should first know the power of compounding. Warren knew at a very young age the secret that compound interest would make him rich over time.Started YoungSo Warren knew he could become rich by compounding money. Remember, compounding only works through time. Time is the factor that has a significant impact on compound interest, the longer you allow the money to compound, the richer you become, that is the time value of money. Since Warren knew the time value of money and started as early as his childhood, he had this factor in favor of him.Voracious ReaderWarren grew up and started his career in an era when there were no business television channels, computers, or the Internet to get information. He didn’t have access to any resources that we have now, except annual reports, newspapers, and statutory public reports filed by the corporations. Warren delved deep into them and books to fetch relevant information. Continuous learning is required for you to have any significant achievements in the world. Warren got this message right at childhood and voracious reading is one of the reasons for his success. One of his early reads, The Intelligent Investor, by Benjamin Graham who turned out to be his mentor later in his life, became the turning point in his life.Thought Rationally, Avoided Herd MentalityAn investor’s emotion is his most detrimental enemy. He should be ruled by rational thoughts rather than emotional thoughts and should trust in the business fundamentals without being concerned about the price movements in the stock market. Price movements in the stock market can mainly be attributed to the supply and demand which in turn is controlled by greed and fear of the participants. To preserve capital in the stock markets and to make the most out of it, you need to think rationally, shed the herd mentality, and always swim against the flow. You should exploit the follies of the market rather than becoming a part of it. Mr. Market is there to serve you, not to guide you. Warren was much aware of this fact and is one of the reasons for his success.Deferred TaxesCapital gains tax eats up your gains in a significant proportion if you constantly churn your portfolio. By holding a stock for a lifetime, you have the tax amount in your hands and have the advantage of compounding that money too. According to Warren, the deferred tax is an “interest-free loan” from the government! Warren got hold of this strategy later in his career and inevitably almost all of the stocks that he buys for Berkshire or for himself are meant to be held forever!Maintained a Concentrated PortfolioThe most expensive lessons in investing are typically a result of making too many investment decisions, not too few. So to make very few decisions, you should have thorough information about the company and its business in which you are going to invest. For that, you need to thoroughly do your homework of fundamental analysis and arrive at some conclusions. Once you are very much confident that you are buying very good stock, a rare opportunity, why not keep all your eggs in that single nest? Though early in his career Warren moved in and out of stocks, later he laid all his eggs in one stock, Berkshire Hathaway, with 98% of his wealth concentrated in just one stock! Ask any financial adviser about investing in equities, the advice would be to go by the conventional wisdom of not keeping all the eggs in a single basket; however, Warren Buffett is of the view that excess diversification could hamper returns on investment as much as the lack of it. According to Warren, diversification is a protection against ignorance. It makes very little sense for those who know what they’re doing. You only have to do very few things right in your life so long as you don’t do too many things wrong.Value for MoneyWhether we’re talking about socks or stocks, I like buying quality merchandise when it is marked down. -Warren BuffettWarren always looks value for money in whatever he buys. For a margin of safety giving room for errors, he is interested in buying a stock that is worth a dollar for half a dollar. According to him, price is what you pay and value is what you get. Cash is always the king as far as Warren is concerned. He is interested in preserving capital along with some cash returns on the invested capital rather than mere capital appreciation by greater fool theory. He is very much interested in the cash flows in the businesses he intends to buy, the excess of which can be deployed buying other businesses, thereby building multiple income streams, a prime reason for his success. Money makes money!Bought Businesses, not StocksWarren views stocks as fractional ownerships of businesses and other shareholders as partners. He is not interested in the technical analysis of a stock or what chartists say but rather is interested in the fundamentals of the underlying business of stock. So if the business does well, the stock price inevitably should reflect the health of the business in the long run. Sit back and think, that is very true!Chose Proven Businesses that Withstood TimeThere is a greater chance of running into trouble when you invest in a company without any track record. Warren is interested in the historical performance of a company’s business and not in the historical price movements of the stock of a company. The average year of origin for the companies that Warren Buffett has invested in is 1909, twenty-one years before he was born, and almost sixty years before Warren took over the management and acquisition decisions for his holding company, Berkshire Hathaway. Basically Warren is interested in owning a business that has withstood time for decades and one that requires very little capital to grow.Invested in Businesses with Widening Economic MoatThough Warren made a mistake investing in a textile company stock, Berkshire Hathaway, that had no competitive advantage, he looks to invest in businesses with widening durable competitive advantage around them, what he calls as widening the economic moat. So basically he is fascinated by consumer stocks, the business fundamentals of which are easy to understand and have a brand value that influences customers’ buying decisions. The products of those companies are consumed regularly and consumers are prompted for repeated buying. The products are meant to meet immediate, short-term needs fulfilling the short-term desire of the consumer. That means regular business, regular cash flow, and regular profits, whatever is the state of the economy. Moreover, a business with a durable competitive advantage is free to increase the prices of its products right along with inflation, without experiencing a decline in demand. That way its profits remain fat, no matter how inflated the economy gets. Another cornerstone for Warren’s investment success!Invested Within the Circle of CompetenceWarren believes in operating within his own limitations, what he calls the circle of competence. Staying within the circle of competence is a great way while investing in stocks because it narrows down the list of available options to make fewer and better decisions. It forces us to think more about each decision and thereby reduces the chance of mistakes. In investing, the big thing to do is avoid being wrong. If Warren couldn’t understand the business of a company, then it is beyond his circle of competence. So he wouldn’t attempt to value it. Since he had no expertise in technology, he avoided the famous Internet stocks in the 1990s. He has, in effect, drawing a line around himself and stays within the subjects on which he is an absolute expert. So here is another reason for his success: Warren knew very well what his strengths, weaknesses, and limitations are and what suits him well.Invested in Owner Oriented CompaniesWarren is interested in companies that focus on the long-term objective of shareholder wealth maximization. He looks for companies in which the management has reputed integrity and is honest, talented, profit-minded and shareholder-friendly. If you too want to become rich investing your hard-earned money, invest in owner-oriented enterprises and have the management work for you, a principle that Warren has adopted for a long time which has made him successful.Avoided LeverageWarren Buffett doesn’t like debt, personal as well as in business, and doesn’t like to invest in companies that have too much debt, particularly long-term debt. With long-term debt, interest rate increases can affect a company’s profits drastically and could further make future cash flows less predictable. In the worst scenario, debt that cannot be repaid can toss a company into bankruptcy.I’ve seen more people fail because of liquor and leverage – leverage being borrowed money. You really don’t need leverage in this world much. If you’re smart, you’re going to make a lot of money without borrowing. -Warren BuffettHowever, he found that insurance companies to be hoarding large sums of cash collected as premium, to be paid later as claims, what is called afloat. In the intermittent period, the owner of an insurance company has the liberty to invest the float. To take advantage of this, Warren started buying insurance companies for Berkshire and turned it to be primarily an insurance conglomerate. Again, the underlying principle is intact, you are not borrowing but owning the insurance company and thereby the float available with it. Grow yourself rich using others’ money! A somewhat similar strategy that he employed early in his career with his Buffett Partnerships! Smart, isn’t it?Disciplined and Self MotivatedWhat will be our first investment when we start earning? Of course a home! And we will go for a big home, as big as it could bury 20 to 40 years of our savings! However, Warren was very much clear in the early days of his career that investing in a home could be a bad decision with all the money that he had at that time; it would be just like a carpenter selling his toolkit in return for a home! Later he bought a home that just cost him one-tenth of the wealth that he had at that time. That’s the difference between us and him, discipline in investing! Similarly, Warren restrained himself from buying stocks that didn’t pass through his investment filter. He is confident of what he is up to and worked smart, self-motivated, to reach where he wanted to.I always knew I was going to be rich. I don’t think I ever doubted it for a minute. -Warren BuffettFocused Thought and Positive ThinkingYou are what you think. Our thoughts determine who we are as individuals. Right from childhood, Warren was determined to become the richest person in the world one day. He was very much focused on his target of becoming rich. Warren is as good as picking stocks in picking his managers and judging personalities and extracting the maximum out of them. He has nothing but praises for every manager under him and he gives managers free hand to operate in their own way. In a matter of minutes, he is good at ascertaining all the positive aspects of a person. He is optimistic, he is optimistic about America, he is optimistic about the economy, and I don’t think anyone heard any pessimistic talk from him. He is all positive and finds opportunity in every doom, the necessary trait that anyone needs to develop to become successful both in life and as a businessman.Chose What He is Passionate AboutDo what you are passionate about and money follows. Warren is passionate about capital allocation and growing money. He enjoys himself so much in it that he tap dances to work every day.Find your passion. I was very, very lucky to find it when I was seven or eight years old. You’re lucky in life when you find it. And you can’t guarantee you’ll find it in your first job out. But I always tell college students that, come out. Take the job you would take if you were independently wealthy. You’re going to do well at it. -Warren BuffettYes choosing to do what you are passionate about is also another secret to getting rich.Conclusion:So, those are the traits, reasons, and factors that propelled Warren Buffett from scratch to the zenith. Can you replicate Warren Buffett’s success investing in stocks even in this century? He says, yes anybody can. Warren advises to start as early as possible and that possibly from childhood one should look at buying stocks.The basic ideas of investing are to look at stocks as business, use the market’s fluctuations to your advantage, and seek a margin of safety. That’s what Ben Graham taught us. A hundred years from now they will still be the cornerstones of investing. -Warren Buffett

BY- Tim Urban (@timurban80) | TwitterLast month, I got a surprising phone call.Elon Musk, for those unfamiliar, is the world’s raddest man.I’ll use this post to explore how he became a self-made billionaire and the real-life inspiration for Iron Man’s Tony Stark, but for the moment, I’ll let Richard Branson explain things briefly:Whatever skeptics have said can’t be done, Elon has gone out and made real. Remember in the 1990s, when we would call strangers and give them our credit-card numbers? Elon dreamed up a little thing called PayPal. His Tesla Motors and SolarCity companies are making a clean, renewable-energy future a reality…his SpaceX [is] reopening space for exploration…it’s a paradox that Elon is working to improve our planet at the same time he’s building spacecraft to help us leave it.So no, that was not a phone call I had been expecting.A few days later, I found myself in pajama pants, pacing frantically around my apartment, on the phone with Elon Musk. We had a discussion about Tesla, SpaceX, the automotive and aerospace and solar power industries, and he told me what he thought confused people about each of these things. He suggested that if these were topics I’d be interested in writing about, and it might be helpful, I could come out to California and sit down with him in person for a longer discussion.For me, this project was one of the biggest no-brainers in history. Not just because Elon Musk is Elon Musk, but because here are two separate items that have been sitting for a while in my “Future PostTopics” document, verbatim:– “electric vs hybrid vs gas cars, deal with tesla, sustainable energy”– “spacex, musk, mars?? how learn to do rockets??”I already wanted to write about these topics, for the same reason I wrote about Artificial Intelligence—I knew they would be hugely important in the future but that I also didn’t understand them well enough. And Musk is leading a revolution in both of these worlds.It would be like if you had plans to write about the process of throwing lightning bolts and then one day out of the blue Zeus called and asked if you wanted to question him about a lot of stuff.So it was on. The plan was that I’d come out to California, see the Tesla and SpaceX factories, meet with some of the engineers at each company, and have an extended sit down with Musk. Exciting.The first order of business was to have a full panic. I needed to not sit down with these people—these world-class engineers and rocket scientists—and know almost nothing about anything. I had a lot of quick learning to do.The problem with Elon F---ing Musk, though, is that he happens to be involved in all of the following industries:AutomotiveAerospaceSolar EnergyEnergy StorageSatelliteHigh-Speed Ground TransportationAnd, um, Multi-Planetary ExpansionZeus would have been less stressful.So I spent the two weeks leading up to the West Coast visit reading and reading and reading, and it became quickly clear that this was gonna need to be a multi-post series. There’s a lot to get into.We’ll dive deep into Musk’s companies and the industries surrounding them in the coming posts, but today, let’s start by going over exactly who this dude is and why he’s such a big deal.The Making of Elon MuskNote: There’s a great biography on Musk coming out May 19th, written by tech writer Ashlee Vance. I was able to get an advance copy, and it’s been a key source in putting together these posts. I’m going to keep to a brief overview of his life here—if you want the full story, get the bio.Musk was born in 1971 in South Africa. Childhood wasn’t a great time for him—he had a tough family life and never fit in well at school. But, like you often read in the bios of extraordinary people, he was an avid self-learner early on. His brother Kimbal has said Elon would often read for 10 hours a day—a lot of science fiction and eventually, a lot of non-fiction too. By fourth grade, he was constantly buried in the Encyclopedia Britannica.One thing you’ll learn about Musk as you read these posts is that he thinks of humans as computers, which, in their most literal sense, they are. A human’s hardware is his physical body and brain. His software is the way he learns to think, his value system, his habits, his personality. And learning, for Musk, is simply the process of “downloading data and algorithms into your brain.” Among his many frustrations with formal classroom learning is the “ridiculously slow download speed” of sitting in a classroom while a teacher explains something, and to this day, most of what he knows he’s learned through reading.He became consumed with a second fixation at the age of nine when he got his hands on his first computer, the Commodore VIC-20. It came with five kilobytes of memory and a “how to program” guide that was intended to take the user six months to complete. Nine-year-old Elon finished it in three days. At 12, he used his skills to create a video game called Blastar, which he told me was “a trivial game…but better than Flappy Bird.” But in 1983, it was good enough to be sold to a computer magazine for $500 ($1,200 in today’s money)—not bad for a 12-year-old.Musk never felt much of a connection to South Africa—he didn’t fit in with the jockish, white Afrikaner culture, and it was a nightmare country for a potential entrepreneur. He saw Silicon Valley as the Promised Land, and at the age of 17, he left South Africa forever. He started out in Canada, which was an easier place to immigrate to because his mom is a Canadian citizen, and a few years later, used a college transfer to the University of Pennsylvania as a way into the US.In college, he thought about what he wanted to do with his life, using as his starting point the question, “What will most affect the future of humanity?” The answer he came up with was a list of five things: “the internet; sustainable energy; space exploration, in particular the permanent extension of life beyond Earth; artificial intelligence; and reprogramming the human genetic code.”He was iffy about how positive the impact of the latter two would be, and though he was optimistic about each of the first three, he never considered at the time that he’d ever be involved in space exploration. That left the internet and sustainable energy as his options.He decided to go with sustainable energy. After finishing college, he enrolled in a Stanford PhD program to study high energy density capacitors, a technology aimed at coming up with a more efficient way than traditional batteries to store energy—which he knew could be key to a sustainable energy future and help accelerate the advent of an electric car industry.But two days into the program, he got massive FOMO because it was 1995 and he “couldn’t stand to just watch the internet go by—[he] wanted to jump in and make it better.” So he dropped out and decided to try the internet instead.His first move was to go try to get a job at the monster of the 1995 internet, Netscape. The tactic he came up with was to walk into the lobby, uninvited, stand there awkwardly, be too shy to talk to anyone, and walk out.Musk bounced back from the unimpressive career beginning by teaming up with his brother Kimbal (who had followed Elon to the US) to start their own company—Zip2. Zip2 was like a primitive combination of Yelp and Google Maps, far before anything like either of those existed. The goal was to get businesses to realize that being in the Yellow Pages would become outdated at some point and that it was a good idea to get themselves into an online directory.The brothers had no money, slept in the office and showered at the YMCA, and Elon, their lead programmer, sat obsessively at his computer working around the clock. In 1995, it was hard to convince businesses that the internet was important—many told them that advertising on the internet sounded like “the dumbest thing they had ever heard of”—but eventually, they began to rack up customers and the company grew. It was the heat of the 90s internet boom, startup companies were being snatched up left and right, and in 1999, Compaq snatched up Zip2 for $307 million. Musk, who was 27, made off with $22 million.In what would become a recurring theme for Musk, he finished one venture and immediately dove into a new, harder, more complex one. If he were following the dot-com millionaire rulebook, he’d have known that what you’re supposed to do after hitting it big during the 90s boom is either retire off into the sunset of leisure and angel investing, or if you still have ambition, start a new company with someone else’s money. But Musk doesn’t tend to follow normal rulebooks, and he plunged three quarters of his net worth into his new idea, an outrageously bold plan to build essentially an online bank—replete with checking, savings, and brokerage accounts—called X.com. This seems less insane now, but in 1999, an internet startup trying to compete with the large banks was unheard of.In the same building that X.com worked out of was another internet finance company called Confinity, founded by Peter Thiel and Max Levchin. One of X.com’s many features was an easy money-transfer service, and later, Confinity would develop a similar service. Both companies began to notice a strong demand for their money-transfer service, which put the two companies in sudden furious competition with each other, and they finally decided to just merge into what we know today as PayPal.This brought together a lot of egos and conflicting opinions—Musk was now joined by Peter Thiel and a bunch of other now-super-successful internet guys—and despite the company growing rapidly, things inside the office did not go smoothly. The conflicts boiled over in late 2000, and when Musk was on a half fundraising trip / half honeymoon (with his first wife Justine), the anti-Musk crowd staged a coup and replaced him as CEO with Thiel. Musk handled this surprisingly well, and to this day, he says he doesn’t agree with that decision but he understands why they did it. He stayed on the team in a senior role, continued investing in the company, and played an instrumental role in selling the company to eBay in 2002, for $1.5 billion. Musk, the company’s largest shareholder, walked away with $180 million (after taxes).If there was ever a semblance of the normal life rulebook in Musk’s decision-making, it was at this point in his life—as a beyond-wealthy 31-year-old in 2002—that he dropped the rulebook into the fire for good.The subject of what he did over the next 13 years leading up to today is what we’ll thoroughly explore over the rest of this series. For now, here’s the short story:In 2002, before the sale of PayPal even went through, Musk starting voraciously reading about rocket technology, and later that year, with $100 million, he started one of the most unthinkable and ill-advised ventures of all time: a rocket company called SpaceX, whose stated purpose was to revolutionize the cost of space travel in order to make humans a multi-planetary species by colonizing Mars with at least a million people over the next century.Mm hm.Then, in 2004, as that “project” was just getting going, Musk decided to multi-task by launching the second-most unthinkable and ill-advised venture of all time: an electric car company called Tesla, whose stated purpose was to revolutionize the worldwide car industry by significantly accelerating the advent of a mostly-electric-car world—in order to bring humanity on a huge leap toward a sustainable energy future. Musk funded this one personally as well, pouring in $70 million, despite the tiny fact that the last time a US car startup succeeded was Chrysler in 1925, and the last time someone started a successful electric car startup was never.And since why the f--k not, a couple years later, in 2006, he threw in $10 million to found, with his cousins, another company, called SolarCity, whose goal was to revolutionize energy production by creating a large, distributed utility that would install solar panel systems on millions of people’s homes, dramatically reducing their consumption of fossil fuel-generated electricity and ultimately “accelerating mass adoption of sustainable energy.”If you were observing all of this in those four years following the PayPal sale, you’d think it was a sad story. A delusional internet millionaire, comically in over his head with a slew of impossible projects, doing everything he could to squander his fortune.By 2008, this seemed to be playing out, to the letter. SpaceX had figured out how to build rockets, just not rockets that actually worked—it had attempted three launches so far and all three had blown up before reaching orbit. In order to bring in any serious outside investment or payload contracts, SpaceX had to show that they could successfully launch a rocket—but Musk said he had funds left for one and only one more launch. If the fourth launch also failed, SpaceX would be done.Meanwhile, up in the Bay Area, Tesla was also in the s--t. They had yet to deliver their first car—the Tesla Roadster—to the market, which didn’t look good to the outside world. Silicon Valley gossip blog Valleywag made the Tesla Roadster its #1 tech company fail of 2007. This would have been more okay if the global economy hadn’t suddenly crashed, hitting the automotive industry the absolute hardest and sucking dry any flow of investments into car companies, especially new and unproven ones. And Tesla was running out of money fast.During this double implosion of his career, the one thing that held stable and strong in Musk’s life was his marriage of eight years, if by stable and strong you mean falling apart entirely in a soul-crushing, messy divorce.Darkness.But here’s the thing—Musk is not a fool, and he hadn’t built bad companies. He had built very, very good companies. It’s just that creating a reliable rocket is unfathomably difficult, as is launching a startup car company, and because no one wanted to invest in what seemed to the outside world like overambitious and probably-doomed ventures—especially during a recession—Musk had to rely on his own personal funds. PayPal made him rich, but not rich enough to keep these companies afloat for very long on his own. Without outside money, both SpaceX and Tesla had a short runway. So it’s not that SpaceX and Tesla were bad—it’s that they needed more time to succeed, and they were out of time.And then, in the most dire hour, everything turned around.First, in September of 2008, SpaceX launched their fourth rocket—and their last one if it didn’t successfully put a payload into orbit—and it succeeded. Perfectly.That was enough for NASA to say “fuck it, let’s give this Musk guy a try,” and it took a gamble, offering SpaceX a $1.6 billion contract to carry out 12 launches for the agency. Runway extended. SpaceX saved.The next day, on Christmas Eve 2008, when Musk scrounged up the last money he could manage to keep Tesla going, Tesla’s investors reluctantly agreed to match his investment. Runway extended. Five months later, things began looking up, and another critical investment came in—$50 million from Daimler. Tesla saved.While 2008 hardly marked the end of the bumps in the road for Musk, the overarching story of the next seven years would be the soaring, earthshaking success of Elon Musk and his companies.Since their first three failed launches, SpaceX has launched 20 times—all successes. NASA is now a regular client, and one of many, since the innovations at SpaceX have allowed companies to launch things to space for the lowest cost in history. Within those 20 launches have been all kinds of “firsts” for a commercial rocket company—to this day, the four entities in history who have managed to launch a spacecraft into orbit and successfully return it to Earth are the US, Russia, China—and SpaceX. SpaceX is currently testing their new spacecraft, which will bring humans to space, and they’re busy at work on the much larger rocket that will be able to bring 100 people to Mars at once. A recent investment by Google and Fidelity has valued the company at $12 billion.Tesla’s Model S has become a smashing success, blowing away the automotive industry with the highest ever Consumer Reports rating of a 99/100, and the highest safety rating in history from the National Highway Safety Administration, a 5.4/5. Now they’re getting closer and closer to releasing their true disruptor—the much more affordable Model 3—and the company’s market cap is just under $30 billion. They’re also becoming the world’s most formidable battery company, currently working on their giant Nevada “Gigafactory,” which will more than double the world’s total annual production of lithium-ion batteries.SolarCity, which went public in 2012, now has a market cap of just under $6 billion and has become the largest installer of solar panels in the US. They’re now building the country’s largest solar panel-manufacturing factory in Buffalo, and they’ll likely be entering into a partnership with Tesla to package their product with Tesla’s new home battery, the Powerwall.In a couple of years, when their newest factories are complete, Musk’s three companies will employ over 30,000 people. After nearly going broke in 2008 and telling a friend that he and his wife may have to “move into his wife’s parents’ basement,”8 Musk’s current net worth clocks in at $12.9 billion.All of this has made Musk somewhat of a living legend. In building a successful automotive startup and its worldwide network of Supercharger stations, Musk has been compared to visionary industrialists like Henry Ford and John D. Rockefeller. The pioneering work of SpaceX on rocket technology has led to comparisons to Howard Hughes, and many have drawn parallels between Musk and Thomas Edison because of the advancements in engineering Musk has been able to achieve across industries.Chris Anderson, who runs TED Talks, calls Musk “the world’s most remarkable living entrepreneur.” Others know him as “the real life Iron Man,” and not for no reason—Jon Favreau actually sent Robert Downey, Jr. to spend time with Musk in the SpaceX factory prior to filming the first Iron Man movie so he could model his character off of Musk. He’s even been on The Simpsons.And this is the man I was somehow on the phone with as I frantically paced back and forth in my apartment, in pajama pants.On the call, he made it clear that he wasn’t looking for me to advertise his companies—he only wanted me to help explain what’s going on in the worlds surrounding those companies and why the things happening with electric cars, sustainable energy production, and aerospace matter so much.He seemed particularly bored with people spending time writing about him—he feels there are so many things of critical importance going on in the industries he’s involved in, and every time someone writes about him, he wishes they were writing about fossil fuel supply or battery advancements or the importance of making humanity multi-planetary (this is especially clear in the intro to the upcoming biography on him, when the author explains how not interested Musk was in having a bio written about him).So I’m sure this first post, whose title is “Elon Musk: The World’s Raddest Man,” will annoy him.But I have reasons. To me, there are two worthy areas of exploration in this post series:1) To understand why Musk is doing what he’s doing. He deeply believes that he’s taken on the most pressing possible causes to give humanity the best chance of a good future. I want to explore those causes in depth and the reasons he’s so concerned about them.2) To understand why Musk is able to do what he’s doing. There are a few people in each generation who dramatically change the world, and those people are worth studying. They do things differently from everyone else—and I think there’s a lot to learn from them.So on my visit to California, I had two goals in mind: to understand as best I could what Musk and his teams were working on so feverishly and why it mattered so much, and to try to gain insight into what it is that makes him so capable of changing the world.___________Visiting the FactoriesThe Tesla Factory (in Northern CA) and the SpaceX Factory (in Southern CA), in addition to both being huge, and rad, have a lot in common.Both factories are bright and clean, shiny and painted white, with super high ceilings. Both feel more like laboratories than traditional factories. And in both places, the engineers doing white collar jobs and the technicians doing blue collar jobs are deliberately placed in the same working quarters so they’ll work closely together and give each other feedback—and Musk believes it’s crucial for those designing the machines to be around those machines as they’re being manufactured. And while a traditional factory environment wouldn’t be ideal for an engineer on a computer and a traditional office environment wouldn’t be a good workplace for a technician, a clean, futuristic laboratory feels right for both professions. There are almost no closed offices in either factory—everyone is out in the open, exposed to everyone else.When I pulled up to the Tesla factory (joined by Andrew), I was first taken by its size—and when I looked it up, I wasn’t surprised to see that it has the second largest building footprint (aka base area) in the world.The factory was formerly jointly owned by GM and Toyota, who sold it to Tesla in 2010. We started off the day with a full tour of the factory—a sea of red robots making cars and being silly:Waitbutwhy.comWaitbutwhy.comAnd other cool things, like a vast section of the factory that just makes the car battery, and another that houses the 20,000 pound rolls of aluminum they slice and press and weld into Teslas.Waitbutwhy.comAnd this giant press, which costs $50 million and presses metal with 4,500 tons of pressure (the same pressure you’d get if you stacked 2,500 cars on top of something).The Tesla factory is working on upping its output from 30,000 cars/year to 50,000, or about 1,000 per week. They seemed to be pumping out cars incredibly quickly, so I was blown away to learn that Toyota had been on a 1,000 cars per day clip when they inhabited the factory.I had a chance to visit the Tesla design studio (no pictures allowed), where there were designers sketching car designs on computer screens and, on the other side of the room, full-size car models made of clay. An actual-size clay version of the upcoming Model 3 was surrounded by specialists sculpting it with tiny instruments and blades, shaving off fractions of a millimeter to examine the way light bounced off the curves.There was also a 3D printer that could quickly “print” out a shoe-sized 3D model of a sketched Tesla design so a designer could actually hold their design and look at it from different angles. Deliciously futuristic.The next day was the SpaceX factory, which might be even cooler, but the building contains advanced rocket technology, which according to the government is “weapons technology,” and apparently random bloggers aren’t allowed to take pictures of weapons technology.Anyway, after the tours, I had a chance to sit down with several senior engineers and designers at both companies. They’d explain that they were a foremost expert in their field, I’d explain that I had recently figured out how big the building would be that could hold all humans, and we’d begin our discussion. I’d ask them about their work, their thoughts on the company as a whole and the broader industry, and then I’d ask them about their relationship with Elon and what it was like to work for him. Without exception, they were really nice-seeming, friendly people, who all came off as ridiculously smart but in a non-pretentious way. Musk has said he has a strict “no assholes” hiring policy, and I could see that at work in these meetings.So what’s Musk like as a boss?Let’s start by seeing what the internet says—there’s a Quora thread that poses the question: “What is it like to work with Elon Musk?”The first answer is from a longtime SpaceX employee who no longer works there, who describes the day that their 3rd launch failed, a devastating blow for the company and for all the people who had worked for years to try to make it work.She describes Elon emerging from mission command to address the company and delivering a rousing speech. She refers to Elon’s “infinite wisdom” and says, “I think most of us would have followed him into the gates of hell carrying suntan oil after that. It was the most impressive display of leadership that I have ever witnessed.”Right below that answer is another answer, from an anonymous SpaceX engineer, who describes working for Musk like this:“You can always tell when someone’s left an Elon meeting: they’re defeated…nothing you ever do will be good enough so you have to find your own value, not depending on praise to get you through your obviously insufficient 80 hour work weeks.”Reading about Musk online and in Vance’s book, I was struck by how representative both of these Quora comments were of whole camps of opinion on working for Musk. Doing so seems to bring out a tremendous amount of adoration and a tremendous amount of exasperation, sometimes with a tone of bitterness—and even more oddly, much of the time, you hear both sides of this story expressed by the same person. For example, later in the comment of the effusive Quora commenter comes “Working with him isn’t a comfortable experience, he is never satisfied with himself so he is never really satisfied with anyone around him…the challenge is that he is a machine and the rest of us aren’t.” And the frustrated anonymous commenter later concedes that the way Elon is “is understandable” given the enormity of the task at hand, and that “it is a great company and I do love it.”My own talks with Musk’s engineers and designers told a similar story. I was told: “Elon always wants to know, ‘Why are we not going faster?’ He always wants bigger, better, faster” by the same person who a few minutes later was emphasizing how fair and thoughtful Musk tends to be in handling the terms for a recently fired employee.The same person who told me he has “lots of sleepless nights” said in the adjacent sentence how happy he is to be at the company and that he hopes to “never leave.”One senior executive described interacting with Musk like this: “Any conversation’s fairly high stakes because he’ll be very opinionated, and he can go deeper than you expect or are prepared for or deeper than your knowledge goes on a given topic, and it does feel like a high wire act interacting with him, especially when you find yourself in a [gulp] technical disagreement.” The same executive, who had previously worked at a huge tech company, also called Musk “the most grounded billionaire I’ve ever worked with.”What I began to understand is that the explanation for both sides of the story—the cult-like adulation right alongside the grudging willingness to endure what sounds like blatant hell—comes down to respect. The people who work for Musk, no matter how they feel about his management style, feel an immense amount of respect—for his intelligence, for his work ethic, for his guts, and for the gravity of the missions he’s undertaken, missions that make all other potential jobs seem trivial and pointless.Many of the people I talked to also alluded to their respect for his integrity. One way this integrity comes through is in his consistency. He’s been saying the same things in interviews for a decade, often using the same exact phrasing many years apart. He says what he really means, no matter the situation—one employee close to Musk told me that after a press conference or a business negotiation, once in private he’d ask Musk what his real angle was and what he really thinks. Musk’s response would always be boring: “I think exactly what I said.”A few people I spoke with referenced Musk’s obsession with truth and accuracy. He’s fine with and even welcoming of negative criticism about him when he believes it’s accurate, but when the press gets something wrong about him or his companies, he usually can’t help himself and will engage them and correct their error. He detests vague spin-doctor phrases like “studies say” and “scientists disagree,” and he refuses to advertise for Tesla, something most startup car companies wouldn’t think twice about—because he sees advertising as manipulative and dishonest.There’s even an undertone of integrity in Musk’s tyrannical demands of workers, because while he may be a tyrant, he’s not a hypocrite. Employees pressured to work 80 hours a week tend to be less bitter about it when at least the CEO is in there working 100.Speaking of the CEO, let’s go have a hamburger with him.My Lunch With ElonIt started like this:Waitbutwhy.comAfter about seven minutes of this, I was able to get out my first question, a smalltalk-y question about how he thought the recent launch had gone (they had attempted an extremely difficult rocket-landing maneuver—more on that in the SpaceX post). His response included the following words: hypersonic, rarefied, densifying, supersonic, Mach 1, Mach 3, Mach 4, Mach 5, vacuum, regimes, thrusters, nitrogen, helium, mass, momentum, ballistic, and boost-back. While this was happening, I was still mostly blacked out from the surreality of the situation, and when I started to come to, I was scared to ask any questions about what he was saying in case he had already explained it while I was unconscious.I eventually regained the ability to have adult human conversation, and we began what turned into a highly interesting and engaging two-hour discussion. This guy has a lot on his mind across a lot of topics. In this one lunch alone, we covered electric cars, climate change, artificial intelligence, the Fermi Paradox, consciousness, reusable rockets, colonizing Mars, creating an atmosphere on Mars, voting on Mars, genetic programming, his kids, population decline, physics vs. engineering, Edison vs. Tesla, solar power, a carbon tax, the definition of a company, warping spacetime and how this isn’t actually something you can do, nanobots in your bloodstream and how this isn’t actually something you can do, Galileo, Shakespeare, the American forefathers, Henry Ford, Isaac Newton, satellites, and ice ages.I’ll get into the specifics of what he had to say about many of these things in later posts, but some notes for now:— He’s a pretty tall and burly dude. Doesn’t really come through on camera.— He ordered a burger and ate it in either two or three bites over a span of about 15 seconds. I’ve never seen anything like it.— He is very, very concerned about AI. I quoted him in my posts on AI saying that he fears that by working to bring about Superintelligent AI (ASI), we’re “summoning the demon,” but I didn’t know how much he thought about the topic. He cited AI safety as one of the three things he thinks about most—the other two being sustainable energy and becoming a multi-planet species, i.e. Tesla and SpaceX. Musk is a smart motherf---er, and he knows a ton about AI, and his sincere concern about this makes me scared.— The Fermi Paradox also worries him. In my post on that, I divided Fermi thinkers into two camps—those who think there’s no other highly intelligent life out there at all because of some Great Filter, and those who believe there must be plenty of intelligent life and that we don’t see signs of any for some other reason. Musk wasn’t sure which camp seemed more likely, but he suspects that there may be an upsetting Great Filter situation going on. He thinks the paradox “just doesn’t make sense” and that it “gets more and more worrying” the more time that goes by. Considering the possibility that maybe we’re a rare civilization who made it past the Great Filter through a freak occurrence makes him feel even more conviction about SpaceX’s mission: “If we are very rare, we better get to the multi-planet situation fast, because if civilization is tenuous, then we must do whatever we can to ensure that our already-weak probability of surviving is improved dramatically.” Again, his fear here makes me feel not great.— One topic I disagreed with him on is the nature of consciousness. I think of consciousness as a smooth spectrum. To me, what we experience as consciousness is just what it feels like to be human-level intelligent. We’re smarter, and “more conscious” than an ape, who is more conscious than a chicken, etc. And an alien much smarter than us would be to us as we are to an ape (or an ant) in every way. We talked about this, and Musk seemed convinced that human-level consciousness is a black-and-white thing—that it’s like a switch that flips on at some point in the evolutionary process and that no other animals share. He doesn’t buy the “ants : humans :: humans : [a much smarter extra-terrestrial]” thing, believing that humans are weak computers and that something smarter than humans would just be a stronger computer, not something so beyond us we couldn’t even fathom its existence.— I talked to him for a while about genetic reprogramming. He doesn’t buy the efficacy of typical anti-aging technology efforts, because he believes humans have general expiration dates, and no one fix can help that. He explained: “The whole system is collapsing. You don’t see someone who’s 90 years old and it’s like, they can run super fast but their eyesight is bad. The whole system is shutting down. In order to change that in a serious way, you need to reprogram the genetics or replace every cell in the body.” Now with anyone else—literally anyone else—I would shrug and agree, since he made a good point. But this was Elon Musk, and Elon Musk fixes s--t for humanity. So what did I do?Me: Well…but isn’t this important enough to try? Is this something you’d ever turn your attention to?Elon: The thing is that all the geneticists have agreed not to reprogram human DNA. So you have to fight not a technical battle but a moral battle.Me: You’re fighting a lot of battles. You could set up your own thing. The geneticists who are interested—you bring them here. You create a laboratory, and you could change everything.Elon: You know, I call it the Hitler Problem. Hitler was all about creating the Übermensch and genetic purity, and it’s like—how do you avoid the Hitler Problem? I don’t know.Me: I think there’s a way. You’ve said before about Henry Ford that he always just found a way around any obstacle, and you do the same thing, you always find a way. And I just think that that’s as important and ambitious a mission as your other things, and I think it’s worth fighting for a way, somehow, around moral issues, around other things.Elon: I mean I do think there’s…in order to fundamentally solve a lot of these issues, we are going to have to reprogram our DNA. That’s the only way to do it.Me: And deep down, DNA is just a physical material.Elon: [Nods, then pauses as he looks over my shoulder in a daze] It’s software.Comments:1) It’s really funny to brashly pressure Elon Musk to take on yet another seemingly-insurmountable task and to act a little disappointed in him that he’s not currently doing it, when he’s already doing more for humanity than literally anyone on the planet.2) It’s also super fun to casually brush off the moral issues around genetic programming with “I think there’s a way” and to refer to DNA—literally the smallest and most complex substance ever—as “just a physical material deep down though” when I have absolutely no idea what I’m talking about. Because those things will be his problem to figure out, not mine.3) I think I’ve successfully planted the seed. If Musk takes on human genetics 15 years from now and we all end up living to 250 because of it, you all owe me a drink.___________Watching interviews with Musk, you see a lot of people ask him some variation of this question Chris Anderson asked him on stage at the 2013 TED conference:How have you done this? These projects—PayPal, SolarCity, Tesla, SpaceX—they’re so spectacularly different. They’re such ambitious projects, at scale. How on Earth has one person been able to innovate in this way—what is it about you? Can we have some of that secret sauce?There are a lot of things about Musk that make him so successful, but I do think there’s a “secret sauce” that puts Musk in a different league from even the other renowned billionaires of our time. I have a theory about what that is, which has to do with the way Musk thinks, the way that he reasons through problems, and the way he views the world. As this series continues, think about this, and we’ll discuss a lot more in the last post.For now, I’ll leave you with Elon Musk holding a Panic Monster.Read the original article on- Elon Musk: The World's Raddest Man | Wait But Why