Annotations (18)
“I love to bet. I hate to gamble. And I think life is about understanding odds and edges and risks. When I look at a business model, if the business has 3 variables for it to work, I will never invest in it. If the business has two variables, then you're compounding the risk. So you better be fairly certain that one of those variables you have high confidence on and the other one you have some visibility. And if the business has one variable and you have an inkling, lean right in.”— Ric Elias
Strategy & Decision Making · Business & Entrepreneurship
DUR_ENDURING
Count critical variables before betting
“Well is actually that feeling that you get of peacefulness inside, that connection to your soul, that sense that you are showing up the way you want to show up, that you're in control, that you're your own best friend, that no matter what's happening in the world, nothing can change that feeling inside. Being is a place where there's nothing to do, where you're actually doing things for no reason at all. You're doing it because you feel connected to whatever it is.”— Ric Elias
Philosophy & Reasoning · Psychology & Behavior
DUR_ENDURING
Well-being: internal peace plus purposeless action
“One of the beauties of true friendships is allowing the other party to feel that they can love you back. You don't ever let anybody else love you back. And you'd suck all the love out of every interaction because that's how you feel good about yourself. And I don't want to be friends with somebody who is not able to be a receiver. If there's somebody out there that you think loves you, give them a chance to love you back.”— Ric Elias
Psychology & Behavior · Philosophy & Reasoning
DUR_ENDURING
Receiving love completes the circuit
“I let go of all guilt. Not that I don't take responsibility, but the forgiveness happened to myself at the moment. And I think guilt drives a lot of our ego, a lot of our comparison set, a lot of this notion of having to be right versus choosing to be happy. True forgiveness is when you forgive when the other person doesn't apologize, because the forgiveness comes from love and comes from a language of accepting the humanity of all of us. That was to me super liberating.”— Ric Elias
Philosophy & Reasoning · Psychology & Behavior
DUR_ENDURING
Forgive without apology equals liberation
“I think in life things are good. People are, 'I'm good,' or, 'Business is good,' and all these things. And that's okay. That's a reflection of externalities or what's happening in the world. Even though they were not good, I felt well. I felt well because I was dealing with all the circumstances in the best way I could, and I was finding a tremendous amount of insight and peacefulness in that growth that I was having on how I was showing up.”— Ric Elias
Philosophy & Reasoning · Psychology & Behavior
DUR_ENDURING
Well is internal, good is external
“For whatever reason, we have never competed against anybody. I never thought that our competition was somebody else, and we've really never competed. Maybe it's because of our near-death experience as a business so early against the fear of something. We always thought, look, if we can compound our performance a little bit every month, and our business model gave us the fruits of that, It was all performance-based deals.”— Ric Elias
Strategy & Decision Making · Psychology & Behavior
DUR_ENDURING
Compete with self, not competitors
“We trade all our time for money. That's what we're doing. We work our butts off for money. And at some point, if you keep doing that, you'll end up realizing that you completely missed the point, and that when you make enough money, you use that money to give you back your time. One of the things I realized that time is actually a subcomponent of something more interesting or more important, which is our energy.”— Ric Elias
Philosophy & Reasoning · Economics & Markets
DUR_ENDURING
Energy trumps time, time trumps money
“Sully gets on the microphone and says, this is your captain, brace for impact. At that moment, I look back at the flight attendant and then all of a sudden it's complete terror in her eyes. The great gift of that day was 90 seconds to literally say, it's over. I am sitting there going like, oh my goodness, it's over. Not only is it over, this is a minute and a half to basically sign off from life.”— Ric Elias
Psychology & Behavior
DUR_ENDURING
90 seconds to sign off from life
“When the plane landed, I am going to live with intense purpose every day. I am going to ask for forgiveness the moment I do something wrong. I'm going to drink my best wines whenever the person is there. I'm going to say I love you to anybody I love. I am going to try my very best every day to try to like not regret not doing or saying something. I live out loud, so to speak, because I know it's going to change in an instant.”— Ric Elias
Philosophy & Reasoning · Psychology & Behavior
DUR_ENDURING
Live with no regrets, life changes instantly
“How much I had allowed my ego to be who showed up in the world, how much I had spent energy being wronged by people or being more or less than, better or worse than, how much my ego played a role in how I showed up every day. And it was this notion that I hate it. I hated what that meant in that I didn't realize that that was a mask that I was putting on and that I didn't need to have that mask on.”— Ric Elias
Psychology & Behavior · Philosophy & Reasoning
DUR_ENDURING
Ego is unnecessary mask revealed at death
“I've stopped pursuing more. I don't invest anymore in funds. I don't invest in anything. I don't want to compound capital. I know that sounds like sacrilegious of what you would ever think. I want to use my capital to compound other things that matter to me. So I'm using my capital in Puerto Rico to do things that really matter to me. This whole notion of purpose. Capital for capital what? You're never going to be Bezos or whoever else. That's a silly game.”— Ric Elias
Philosophy & Reasoning · Economics & Markets
DUR_ENDURING
Compound meaning, not money
“Tell me how someone gets paid and I'll tell you how they behave. Most people that are in this space are here to grow something to sell it to somebody else. We've been able to prove is we've been able to do this across 7 or 8 different industries. The notion that we don't have a clock, that we don't have a photo-op moment where we're going to go public or we're going to try to sell the business, for good and for bad, is just giving us license to invest in things that others wouldn't.”— Ric Elias
Strategy & Decision Making · Economics & Markets · Psychology & Behavior
DUR_ENDURING
Incentives determine behavior, clock determines incentives
“When you spend the first 4 years, 2 little kids, both of us, not taking any money home, humility, understanding that this could change easily. Early on, we would meet with our 80 employees and we were now making millions of dollars of profit. And I will say, oh, enjoy this, these are the good old days, someday this will end. It was this constant belief that this was a moment in time, and if we didn't work as hard as we worked the last 3 years, this will end.”— Ric Elias
Leadership & Management · Psychology & Behavior
DUR_ENDURING
Near-death memory drives permanent hunger
“Two principles: let's build a company we would want to work for. Dan and I are not typical. We're very different in hopefully good ways, but we both are of the same opinion that life is to be lived with enjoyment and that we would want to work at a place or build a place that we would want to go work every day so we never have to work. True definition of being an entrepreneur. And then a company that would outlast us.”— Ric Elias
Business & Entrepreneurship · Philosophy & Reasoning · Leadership & Management
DUR_ENDURING
Design life you want, not just company
“My big dream is to live in a state of wellbeing most of the time and to have a sense of lifelong satisfaction when the end comes. So it's really very internal versus something that gets accomplished or left behind.”— Ric Elias
Philosophy & Reasoning · Psychology & Behavior
DUR_ENDURING
Internal satisfaction over external achievement
“After a certain amount of money, and everybody's a little different, but it's a lot less than people think, it doesn't really affect your lifestyle. And at some point it affects how people treat you and it affects your kids. It affects what you're going to do with it, your responsibility with it. Money is one of those things that is a privilege to have. But if you're not careful, it can change you.”— Ric Elias
Philosophy & Reasoning · Psychology & Behavior
DUR_ENDURING
Money corrupts beyond diminishing returns point
“Red Ventures at a high level: an operating private equity platform with permanent capital, hyper-focused on the digital world, with different business models under the belief that culture really matters and that if you use that as the connective tissue inside of the portfolio companies, you can get some level of alpha vis-à-vis these companies being separate.”— Ric Elias
Business & Entrepreneurship · Strategy & Decision Making · Leadership & Management
DUR_ENDURING
Culture as competitive moat in portfolio
“By November, we had $117,000 left, no revenue, and this crazy thought of like, I will never attend my reunions because all the capital came out of my business school friends. And I'm a proud guy. I can't. So we literally just hunkered down, hustled, sold marketing programs, sold anything anybody to hire us to do consulting things.”— Ric Elias
Psychology & Behavior · Business & Entrepreneurship
DUR_ENDURING
Fear of shame drove survival hustle
Frameworks (3)
Culture as Portfolio Connective Tissue
Using shared culture to generate alpha across portfolio companies
Red Ventures operates as an operating private equity platform where culture serves as the connective tissue across portfolio companies. By ensuring all portfolio entities share core cultural principles, they extract alpha that would not exist if companies operated independently. The framework requires permanent capital (no exit clock), intentional cultural design, and systematic cultural integration across acquisitions.
Components
- Establish Permanent Capital Structure
- Define Core Cultural Beliefs
- Integrate Acquisitions at Tech and Culture Layers
- Measure Cultural Health as Portfolio Metric
Resource Hierarchy Decision Filter
Money, Time, Energy as capital allocation framework
Most people trade time for money without realizing that after a threshold, money should buy back time, and that time itself is subordinate to energy. The framework reorders resource priorities: optimize for energy first, use money to buy time, treat time as finite and non-renewable. This inverts the default capitalist orientation and provides a decision filter for all resource allocation choices.
Components
- Identify Diminishing Returns Point for Money
- Use Excess Money to Buy Time
- Allocate Reclaimed Time Based on Energy Return
Critical Variables Investment Filter
Counting unknowns to assess investment risk
Before investing in any business or project, decompose the success equation into critical variables. Businesses requiring 3+ variables to work compound risk multiplicatively and should be avoided. Two-variable businesses are acceptable only if one variable has high confidence. One-variable businesses with any confidence level warrant aggressive investment. This framework forces explicit risk decomposition and prevents over-optimistic scenario planning.
Components
- Decompose Business Model Into Critical Variables
- Assess Confidence Level Per Variable
- Apply Investment Decision Rules
Mental Models (7)
Inversion
Decision MakingElias and his partner Dan started Red Ventures by inverting the standard approach: instead of optimizing for what would make them successful, they asked what would make them want to come to work every day. This inversion led to building a company designed around life quality rather than around market opportunity, which paradoxically created better long-term success.
In Practice: Elias describing founding principles
Demonstrated by Leg-re-001
Diminishing Marginal Utility
EconomicsElias articulates the hard ceiling on money's utility: beyond a threshold lower than most think, additional money does not improve life and actively corrupts. This is diminishing marginal utility taken to its logical conclusion, where the curve not only flattens but turns negative.
In Practice: Discussion of money's role
Demonstrated by Leg-re-001
Opportunity Cost
EconomicsThe insight that time spent earning money beyond the utility threshold has an opportunity cost of time itself, which could be spent on energy-positive activities. Most people fail to calculate this opportunity cost because they view money accumulation as the goal rather than as a means.
In Practice: Money-time-energy hierarchy
Demonstrated by Leg-re-001
Incentive Alignment
EconomicsElias's principle 'tell me how someone gets paid and I'll tell you how they behave' captures the core insight of incentive design: structure determines behavior more than culture, values, or intentions. Red Ventures' permanent capital structure creates incentives that permit long-term cultural investment, which is irrational under traditional PE timeframes.
In Practice: Permanent capital advantage explanation
Demonstrated by Leg-re-001
Compounding
MathematicsRed Ventures' operational philosophy centers on compounding small performance improvements monthly. By structuring deals as performance-based, they create a flywheel where each improvement builds on previous improvements. This demonstrates compounding as operational doctrine, not just financial math.
In Practice: Operating philosophy description
Demonstrated by Leg-re-001
Risk Decomposition
Probability & StatisticsThe critical variables framework is pure risk decomposition: breaking a complex bet into independent binary outcomes and recognizing that risk compounds multiplicatively, not additively. Two 50% probability events create 25% combined probability, not 100%. Most investors intuitively understand this but fail to apply it rigorously.
In Practice: Investment philosophy
Demonstrated by Leg-re-001
Fear as Motivator
PsychologyElias's fear of facing business school friends after losing their investment money drove survival behavior that ultimately saved the company. The specific emotional texture of the fear (shame, not just loss aversion) was the operative force. This demonstrates that fear's motivational power depends on its social dimension, not just financial consequences.
In Practice: Near-death business experience
Demonstrated by Leg-re-001
Connective Tissue (2)
Shark physiology requiring constant motion
Danny Meyer analogy that cultures are like sharks (must keep swimming to survive) captures a biological reality.
Elias discussing why past cultural success does not guarantee future cultural health
Buddhist concept of being vs. doing
Elias distinction between well and being directly parallels Buddhist philosophy distinguishing between doing and being.
Elias deconstructing well-being into internal peace plus purposeless action
Key Figures (3)
Dan
4 mentionsCo-founder of Red Ventures
Captain Chesley Sullenberger
3 mentionsAirline pilot who landed Flight 1549 in Hudson River
John Woods
1 mentionsClose friend who confronted Elias about one-sided friendship
Key People (2)
Dan (Red Ventures co-founder)
Co-founder of Red Ventures with Ric Elias
Captain Chesley Sully Sullenberger
(1951–)Airline pilot famous for emergency landing of Flight 1549 in Hudson River
Concepts (1)
Well-being (as philosophical construct)
CL_PHILOSOPHYElias's decomposition: 'well' is internal peace and self-acceptance; 'being' is purposeless presence unattached to outcomes; well-being integrates both
Synthesis
Dominant Themes
- Life philosophy over business strategy
- Near-death experience as transformative moment
- Distinction between good (external) and well (internal)
Unexpected Discoveries
- Elias has stopped pursuing capital accumulation entirely
- The good vs. well distinction as philosophical framework
- True forgiveness as forgiving without apology
Cross-Source Questions
- How does Elias's permanent capital model compare to Berkshire Hathaway?
Processing Notes
This source is primarily philosophical rather than business-operational.
Synthesis
This source is primarily philosophical rather than business-operational.