Why virtual reality matters

For most of human history, knowledge was scarce.

It was often stored in people’s brains and, occasionally on stone or paper, both of which were easily lost or destroyed.

It was often transmitted orally, always one game of “telephone” away from being lost or degraded.

Knowledge was highly localized; and knowledge that did survive was often held behind closed doors and only accessible by a privileged few.

To read Confucius, to know that he even existed, you’d not only need to be in the East, but you’d need to be friendly with the dynasty guarding the library of Eastern knowledge.

Two millennia later, our relationship with knowledge has been revolutionized by the internet.

Rather than being stuck in a single library or a single human mind, most knowledge that lives on the internet is immediately available to almost any human, largely unencumbered by gatekeepers and geography.

Today, experiences are very similar to pre-internet knowledge.

Experiences are highly local. To experience a sailing trip in the Mediterranean, you must go there.

Experiences are protected by gatekeepers. You can’t experience a concert from the front row without buying the tickets.

Experiences are ephemeral. The circumstances which allowed a specific experience may never arise again.

Today, we are at the dawn of building technology which will allow us to do for experiences what the internet did for information.

Virtual reality will democratize experiences.

People will be able to experience what it’s like to sail through the Mediterranean without leaving their living room.

It’s going to be wild.


A player, B player

As we grew our team at MassRoots, we frequently reiterated the need to exclusively hire “A Players,” but we never actually articulated what exactly that meant.

When somebody pointed this out during an all-hands, we created the following list to help define the types of people we wanted on our team.

Hopefully it can help you frame the difference between somebody who is adequate and somebody who is exceptional.

  • A Players contribute 5-10x their value. B Players contribute exactly what they’re paid for, sometimes less.

  • A Players are pulled towards learning, growth, hard work. B Players need to be pushed.

  • A Players crave mentorship. B Players crave management.

  • A Players are gratified by hard work. B Players never miss a happy hour.

  • A Players are like air support. B Players are like speed bumps.

  • A Players sometimes complain, but always offer solutions. B Players never take responsibility.

  • A Players do not want to work with B Players.

  • A Players feel physical pain when work is subpar. B Players make no distinction between “done” and “done well.”

  • A Players care about the people who consume their work. B Players view them as a burden.

  • A Players say “we.” B Players say “you,” “they,” and “I.”

  • A Players hate carelessness. B Players hate the extra work that diligence requires.

  • A Players own. B Players blame.

  • A Players aspire to make everybody else’s job easier. B Players aspire for others to make their job easier.

  • A Players offer alternatives. B Players can only explain why it won’t work.

  • A Players give a shit. B Players can’t hide their apathy.

Oh, and one more: A Players will drop a comment and share what they disagree with 🙂

Kobe Bryant was the ultimate A Player.

Thank You

Dear reader,

This is a bit embarrassing, but my Nest camera caught my reaction as I saw you subscribe (give it ~5 seconds).

I thought you might enjoy…


See you next week.