Dalles Stiles @stylesdm

Dallas, TX Joined May 2010

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Dalles Stiles @stylesdm

3 months ago

@paulswaney3 I’m on the corp dev side in Med Tech. We’re always looking at inorganic opportunities.

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Dalles Stiles @stylesdm

3 months ago

@paulswaney3 Would love to give this a try. Thanks for the great content.

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high-agency people are rare, and once you work with them, you can’t unsee the difference. a high-agency person doesn’t wait to be told what to do. they don’t wait for clarity, tools, permission, or a perfect plan. they step in, observe what’s broken, what’s missing, what’s needed and they start moving. even if they’re wrong at first, they move. momentum matters more than perfection. most people aren’t born this way. agency is something you build. it starts with taking responsibility for your own day. knowing what you’re working on, why you’re working on it, and whether it’s actually helping the team. it means replacing “i can’t because…” with “i’ll figure out how.” it means caring enough to close loops without being asked. for people who don’t have high agency yet, the fastest way to build is : > stop waiting for instructions > pick one problem and own it end to end > communicate progress, not excuses > treat the company’s problems like your own agency grows when you put yourself in uncomfortable situations and still choose to act. when we look for people to join our team, we don’t just look at skills. skills can be learned. agency is harder. we look for signals people who’ve built things on their own, taken responsibility without a title, figured things out when no one was guiding them. people who don’t disappear when things get messy. early teams don’t need passengers. they need people who can think, decide, and act. people who see problems and feel an internal responsibility to fix them. that’s what high agency looks like. you can teach tools. you can teach process. but agency? that comes from within.

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Dave Kline @dklineii

6 months ago

Unclear expectations cause 95% of problems at work. The manager is frustrated. The employee is confused. Everyone loses. Here's my simple playbook for managers and employees to get on the same page fast:

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Dalles Stiles @stylesdm

6 months ago

@Mrcryptoxwhale @NoLimitGains @grok Done

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Dalles Stiles @stylesdm

7 months ago

M&A Tool Kits

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Dalles Stiles @stylesdm

7 months ago

Great tools.

Paul W. Swaney III @paulswaney3

7 months ago

ASSOCIATE’S TOOLKIT Well the integration playbook ran Here is the actual end of the rope Comment, like, follow (so I can DM you) to get

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Chase Caver @Chase_C08

11 months ago

Had an amazing time watching Fielding at his flag football game today! He’s gonna be a DAWG when he hits high school!! #17 @stylesdm @WGHSFootball @WGHSboosterclub

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Dalles Stiles @stylesdm

a year ago

@paulswaney3 please provide access

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Dalles Stiles @stylesdm

a year ago

@anymanfitness Cook

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Sophon Capital Research @sophonresearch

a year ago

Our model on Games Workshop ($GAW) is live…repost/like this post for us to send it to you!

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prefshares @PrefShares

2 years ago

Look guys, the AI revenue needs to materialize for this GPU spend to be worth it - but can we please stop acting like it the industry needs to do $100B of revenue off the backs of GPUs this year otherwise this is all a bubble. I keep seeing charts like in the quoted post (borrowing from the Sequoia post), and it's important to remember that this spend will be capitalized. GPUs should probably be depreciated over 3-5 years and the DC shell and other equipment should be depreciated over 10-20 years. Below I've built a quick and dirty model showing my estimate of the unlevered IRRs on hyperscaler capex at different levels of 2029 AI revenue. First, at ~$150-$200B of AI revenue by 2029 the IRR is probably close to 0%. However, this doesn't really account for the fact that the hyperscalers who build the largest AI businesses will almost certainly be in a position to get better IRRs on incremental investments (by selling additional services to customers, eventually offloading some of the workloads to ASICs, or simply having more scale and better ability to match capex to revenues for investments in the later half of this decade and into the 2030s). I have no idea what 2029 AI industry revenue will look like. However, this is way more complex than simply comparing one year's investment in GPUs (a balance sheet item) with an estimate of a single year's revenue.