ChristianBuilding0xi

I believe a founder’s transformation comes from truly aligning knowledge and action—two seemingly contradictory points:
1. What you do matters more than what you think
2. What you don’t do matters more than what you do
Most people stumble at the first level, especially first-time founders. I’ve seen quite a number of founders who have a bunch of ideas and narratives, spending a lot of time every day discussing with friends or investors—only to end up standing still after half a year, with no product built.
The second level is even more challenging, especially once you have a well-formed team a

There are quite a few CEOs born after 2000, and I'm very curious—are there any CTOs born after 2000 in the industry?

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When starting a business, capital can be leveraged, and about 80% of the issues can be solved by spending money, including obtaining licenses, advertising, rapid expansion by hiring a hundred people, etc.
But ultimately, success depends only on the remaining 20%, which are things that no matter how much money is invested, cannot be leveraged, and can only rely on time, including: 1. Finding those ten most critical people 2. Elegant and thoughtful product development 3. The know-how accumulated by an organization through trial and error 4. Workflow

Running a B2B stablecoin payment business is really a dirty and tiring job. The most difficult part is building the BD and sales teams. Traditional payment companies transitioning into this space need to spend time learning and establishing customer relationships; those who have been in the industry for many years generally have well-educated clients, but the quality is mixed. Large-scale funds mainly care about licensing capabilities, channel stability, and fee rates. The level of internal competition is basically no different from running an exchange.
Instead of stubbornly competing internal