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Long Lake believes existing cash flow could let it compound through internal reinvestment without raising capital again.
Amex GBT combined high-nineties customer retention, over 100% dollar retention, and average 15-year relationships with its top customers.
Long Lake puts engineers directly beside operating teams across roughly 15–20 states to find pain points and improve its products.
AI technology changes far faster than human nature. The real bottleneck is changing what people actually do.
Distribution and operational deployment are part of AI scaling itself, not separate from model development.
Long Lake does not force employees to use Nexus. The standard is simple: make the tools valuable enough for viral adoption.
Software creates value only when it changes human workflows. Owning the company gives Long Lake control to make that change real.
Deploying AI across acquired businesses demands three elite capabilities: M&A, frontier-level technology, and operational change management.
Long Lake reviews roughly 4,000–5,000 deals annually but enters only one or two new industries each year.
Permanent capital demands one answer: why will this business remain excellent 20 or 30 years into a post-AGI world?
Long Lake’s potential market is effectively the entire economy, making the opportunity enormous if execution continues long enough.
John Malone’s first-principles method asks “why” five times to reach a business’s root cause. Long Lake applies it to capital allocation.
A salesperson producing three times quota can create positive-sum growth for jobs, U.S. GDP, and the economy.
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