Who is on this subjectordered by the date of their first quote here
5 of 5 lanes rest on fewer than 5 quotes and are marked thin. Offsets are days from the middle first-quote date, 22 May 2025 — a date, and nothing else. It is not a claim about who reached a view first.
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Bill Gurley
4
thin
26 Aug 2011 – 12 Feb 2026
-5018 d
- Jensen Huang 2 thin 21 May 2024 – 21 May 2024 -366 d
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David Friedberg
2
thin
22 May 2025 – 22 May 2025
+0 d
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David Tepper
1
thin
6 Feb 2026 – 6 Feb 2026
+260 d
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Howard Marks
1
thin
24 Mar 2026 – 24 Mar 2026
+306 d
The chronologysourced and dated, oldest first
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Bill Gurley
Gurley argues most great leaders delegate because no one can be expert in everything at scale.
“I think there are very few great leaders. If you were to just take a picture of a whole bunch of great leaders, most of them are good at delegation, getting other people to make decisions because organizations are so large, and no one has the capacity to be an expert in so many things.”
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Bill Gurley
Gurley advises against small layoffs of five or ten percent because they cause cultural pain without meaningful financial gain.
“One piece of advice though is never do a five or 10% layoff because it doesn't create any meaningful gain, yet you go through all the excruciating cultural pain.”
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Bill Gurley
Gurley argues management treats stock-based compensation as if it's free, unlike cash expenditures which get more scrutiny.
“I personally think management is a lot more, thoughtful about cash expenditures, and I think they think about this SBC as if it's free almost.”
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Jensen Huang
Huang says 60 direct reports removes seven organizational layers and gives everyone equal information access.
“Number two, if the CEO's direct staff is 60 people, the number of layers you've removed in a company is probably something like seven,”
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Jensen Huang
Huang argues feedback should be public because everyone should learn from one person's mistakes.
“Now, you created the conditions because of some mistake that you made or silliness that you brought upon yourself. We should all learn from that opportunity.”
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David Friedberg
Friedberg mandates managers justify headcount requests by first explaining why AI cannot accomplish the same tasks.
“So for example, when anyone asks for head count, ask them, Why can't AI do the job? Right.”
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David Friedberg
Friedberg requires every hiring request at Ohalo to include a paragraph explaining why AI cannot do the job.
“Ask those questions. And so maybe every job description that needs to get approved by leadership, and the first paragraph is, why aren't you using AI?”
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David Tepper
Tepper says he has had the same people working at his hedge fund forever, contrasting public perception.
“I've had the same people working for me forever at my, my hedge fund. So it's kind of like one of those dichotomies, you know, that people view”
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Bill Gurley
Gurley says he encourages founders to have executives develop five external peers and meet quarterly, but gets pushback.
“And I've been very unable to make that programmatic or make that successful and people find it foreign.”
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Howard Marks
Marks doubts AI can pick the best managers because it requires intuition and subjective feel.
“Because picking the best managers requires an intuition and a subjective feel that I would be surprised to learn that AI can be very good at.”
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