Part-Maven Part-Maverick

Hosted by Ritavan

Podcasts with brilliant authors, thinkers and experts - sharing ideas and challenging assumptions through useful contrarian perspectives. mavenmaverick.substack.com

  1. Aug 13

    Matthew Stafford — Find Your 9others: The questions to ask yourself as you start up and scale up

    Matthew Stafford is a VC and the co-author of “Find Your 9others: The questions to ask yourself as you start up and scale up” and co-founded 9others. You can follow him here on LinkedIn. In this episode, Matthew Stafford shares how defining your intellectual challenge can help overcome envy and focus on personal puzzles to solve, leading to greater fulfillment and success.Key Topics:The concept of intellectual challenge as a puzzle to solveHow envy distracts from personal goalsStrategies for focusing on your own puzzleThe importance of clarity in personal growthMaintaining motivation through puzzle-solvingTakeaways:Identifying your intellectual challenge helps you stay focused.Envy often distracts from personal progress.Focusing on your own puzzle leads to fulfillment.Clarity about your challenge boosts motivation.Consistently solving your puzzle builds success. Thanks for reading Part-Maven Part-Maverick! Subscribe for free to receive new posts and support my work. The launch discount of my book The System Gambit will expire today, so grab your copy right away: If these insights resonate with you, feel free to share the post: To know what comes next on Part-Maven Part-Maverick: * Subscribe here for early access to future episodes * For more of my thoughts, follow me on LinkedIn * Get my book The System Gambit about how to find leverage to unlock compounding value * Get my book Data Impact for a pragmatic take on data-driven value creation This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit mavenmaverick.substack.com

  2. Jul 30

    SPECIAL: Learning as an Adventure with Kathrin Höckel

    Most of our education systems are designed for a different era: built on fear, conformity, and a focus on standardized metrics. But what if true learning isn’t about fitting into a box, but about daring to step out of it? Kathrin Höckel’s extraordinary journey from classical dressage to Arctic expeditions reveals the secret sauce: learning as an adventure rooted in responsibility, freedom, and mastery. My new book The System Gambit shows how you can compound your career or business: In Brief: Learn why education rooted in fear fosters passivity and how embracing responsibility and adventure can unlock true learning. Discover the importance of environments, mastery, and lifelong curiosity in shaping resilient, responsible humans ready for the complexities of tomorrow. Learning as an Adventure Inspired by Extreme Situations Have you ever wondered why the education system feels disconnected from real life? Why do students often emerge from school ill-prepared for actual challenges? These questions are at the core of a profound conversation with Kathrin Herkel, an educator and explorer who believes that true learning happens when we leave the familiar and confront the unknown. In this post, we’ll explore how education can evolve from a fear-driven, conservative system into a dynamic, adventure-based journey that fosters responsibility, curiosity, and resilience, qualities essential for thriving in a rapidly changing world. The Root of Education’s Failures: Fear and Conservatism Education today is often perceived as broken, primarily because it clings to traditional structures rooted in fear. Kathrin Herkel points out that at every level, from policymakers to teachers, fear of making mistakes hampers innovation. Schools and teachers are wary of experimenting, fearing that deviations might threaten their jobs or reputation. Parents, similarly, prefer to play it safe, resisting change that might temporarily lower performance metrics or disrupt routines.This inertia results in an education system that prioritizes standardization and predictability. As Kathrin emphasizes, “The system is conservative by nature, and that inertia feeds into its resistance to change.” Consequently, students are rarely challenged to explore their identity, take responsibility, or develop the resilience needed to navigate the uncertainties of life. Instead, they are often passive recipients of knowledge, rather than active participants in their growth. Learning as an Adventure: Lessons from Extreme Situations Kathrin’s unique perspective is shaped by her extraordinary adventures, biking across the US and Russia, trail running in Kenya, and experiencing the Arctic in a hut above the North Pole. She underscores that these extreme experiences strip away comfort and force individuals to confront their limits, revealing their true character.She introduces the concept of “learning from an adventure,” where stepping into unfamiliar, even dangerous situations, is the best teacher of resilience, responsibility, and decision-making. For example, in the Arctic, she learned that “in a place where nobody can hide their character, authenticity shines through.” These environments demand that one acts with responsibility, calmness under pressure, and adaptability, traits that are often absent in traditional education settings. The Power of Responsibility and Freedom in Education A recurring theme in Kathrin’s philosophy is the vital link between responsibility and freedom. Her schooling experience, especially at a Steiner school, allowed her to choose her own learning path at 15. This approach instilled a deep sense of ownership and intrinsic motivation. She argues that responsibility fosters freedom because it teaches individuals to own their choices and outcomes.She advocates for an educational paradigm that reintroduces responsibility early, encouraging students to make decisions, face consequences, and develop self-awareness. The metaphor of the Mustang is instructive: “You’re born wild and free, then tamed and broken, and once you understand discipline, you are truly free.” Only through this cycle, free exploration, controlled challenge, and responsible ownership, can learners truly thrive. The Role of a Master: Learning from Those Who Have Walked the Path Kathrin’s journey highlights the importance of learning from masters, mentors who embody mastery, responsibility, and authenticity. Whether in dressage or extreme expeditions, working with a master involves surrendering ego and aspiring toward an ideal. These relationships demand humility, patience, and a willingness to learn from someone who is a step ahead.She underscores that these models of mastery are present in many cultures, think of the sensei in Japan, gurus in India, or classical trainers in Europe. The profound value lies in observing how masters live and act, internalizing their principles, and ultimately evolving into masters ourselves. Aesthetic and Spiritual Dimensions A striking insight from Kathrin involves the environment’s aesthetics and spiritual undercurrents. She describes her school as a space of beauty, coherence, and purpose, an environment that reflects and nurtures the spirit of learning. Conversely, many conventional schools resemble prisons or military camps, sterile, ugly, and utilitarian.This aesthetic dimension affects students’ emotional states and their willingness to engage. “If environments are beautiful and aligned with values like harmony and responsibility, they inspire pride and responsibility,” she notes. Her school’s focus on integral education, covering physical, emotional, mental, and spiritual aspects, demonstrates that education is about more than acquiring facts. It’s about cultivating human flourishing. From Formal Pedagogy to Authentic Learning Kathrin criticizes mainstream pedagogy for its transactional, bureaucratic nature, target-driven, algorithmic, and dogmatic. She argues for a shift from “dog school” training that enforces compliance to an approach that values intensity, responsibility, and authentic mastery.She emphasizes that real learning involves self-awareness, deliberate practice, and relationship with mentors. The emphasis should be on fostering curiosity, judgment, and the ability to operate above the algorithm, skills that AI is unlikely to replace. The Continuous Journey: Learning as a Lifelong Adventure Education, in Kathrin’s view, does not end at graduation. We are all lifelong learners, especially as AI and changing technologies reshape work and society. She advocates for “learning from an adventure,” where each experience deepens our self-knowledge and broadens our horizon.She introduces the idea of “operating above the algorithm,” being a human who combines mastery, curiosity, and responsibility to navigate a world of automation. The goal is to be not just a passive user of technology but an active shaper of our future. Thanks for reading Part-Maven Part-Maverick! Subscribe for free to receive new posts. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit mavenmaverick.substack.com

  3. Jul 16

    Erik Lie — Catching Cheats: Useful Forensics to Unmask Business Fraud and Reduce Investment Losses

    Erik Lie is the author of “Catching Cheats: Everyday Forensics to Unmask Business Fraud”. You can follow him here on LinkedIn. Erik uncovering financial fraud patterns, insider trading, and the importance of forensic analysis in detecting deception in markets and corporate behavior. This episode will help you stay alert, apply basic forensic analysis to your investments and help you protect your portfolio from fraud and losses.Key TopicsPatterns in stock price movements before and after corporate eventsThe role of insider trading and its detectionThe impact of regulations like Sarbanes-Oxley on fraud preventionTechniques for forensic analysis of financial dataBehavioural insights into why executives commit fraud Thanks for reading Part-Maven Part-Maverick! Subscribe for free to receive new posts. My new book The System Gambit just launched: If these insights resonate with you, feel free to share the post: To know what comes next on Part-Maven Part-Maverick: * Subscribe here for early access to future episodes * For more of my thoughts, follow me on LinkedIn * Get my book The System Gambit about how to find leverage to unlock compounding value * Get my book Data Impact for a pragmatic take on data-driven value creation This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit mavenmaverick.substack.com

  4. Jun 18

    SPECIAL: Impact Banker Alexander Hoare — The Wide Gate and the Narrow One

    In this insightful interview, Alexander Hoare shares the secrets behind the 350-year-old family bank's success, emphasizing the importance of purpose, simplicity, and long-term thinking. Discover how their contrarian approach to growth, technology, and relationships creates a resilient and enduring business model.Key Topics Long-term family business successContrarian approach to growth and technologyRole of unlimited liability in decision-makingImportance of relationships over transactionsSimplicity and diseconomies of scale in banking Long-term stewardship and legacyThe concept of obliquity and its application in businessBuilding and maintaining trust and reputationImpact investing and societal contributionThe importance of culture and values in bankingChapters00:00 The Unconventional Success of C. Hoare & Co.11:40 Contrarian Approaches in Banking16:33 The Legacy and Governance of C. Hoare & Co.21:20 The Role of Partners and Succession Planning31:22 Unlimited Liability: A Unique Perspective39:21 Consequences of Limited Liability44:19 Simplicity vs. Complexity in Business49:19 Building Relationships Over Transactions57:47 The Power of Word of Mouth01:14:54 The Banker's Banker: Trust and Reputation01:21:20 Investing in Meaningful Impact01:28:45 Trust as an Uncommoditizable Asset01:33:14 Making Your Own Luck: The Role of Judgment01:38:49 The Importance of Staff and Culture01:43:12 Quality Over Quantity: The Data Dilemma01:48:24 The Value of a Large Family Network01:52:49 Navigating Wealth: Parenting and Money01:57:40 Environmental Stewardship: The Seagrass Initiative02:04:51 Faith, Family, and the Inner Life02:19:22 The Emotional Aspects of Money and Philanthropy My new book The System Gambit has C. Hoare & Co. as a case study: In 2008, as the world’s largest banks collapsed or were nationalised, one smaller bank on Fleet Street had the opposite problem: too much money was arriving at its door. C. Hoare & Co., founded in 1672 and older than both the Bank of England and the United States, came through the crisis with barely a scratch, its deposits swelling as frightened money looked for somewhere run by prudent people with a clean balance sheet. For decades the bank had been doing the very things every consultant and textbook had told its eleventh-generation partner not to do. As Alexander Hoare recalls in Impact Banker, “many people told me we were mad to carry on in the modern litigious world with unlimited liability, but in 2008 when the Great Financial Crash hit, people looked around for honest bankers with a clean and conservative balance sheet, and the deposits piled up.” In the year conventional wisdom was put to the ultimate test, the man who had ignored it for decades was suddenly the most sought after. Alexander Hoare is a nonconformist, and a cheerful one. “It has pleased me,” he writes, “to do many things wrong from a conventional point of view.” He kept unlimited liability when the whole City fled to limited liability. He keeps his bank deliberately small while everyone worships scale. He turns away profitable customers, has “never aimed to maximize profits,” and once sold a good, growing business in order to become smaller. He quips that his job “is to keep the family poor.” And he states his conviction clearly: “I see maximizing short term profits as the wide gate to failure.” The word nonconformist is apt. In England a nonconformist was someone who declined to worship at the established church, not from revolt but from conviction, and many of Britain’s most durable enterprises were built by people of that temperament. Alexander calmly declines the established church of contemporary finance: scale at all costs, short-term shareholder-value maximisation, limited liability, and the eternal myopia about the next quarter. It would be easy to dismiss this as nostalgia. But examined closely, nearly every one of his tenets is the same structural principle: he re-couples a feedback loop the industry has, for short-term greed, deliberately decoupled. * Action to consequence. * Price to value. * The firm to its community and society. * The present to the future. Decoupling those reinforcing feedback loops window-dresses the numbers in the short-term but re-coupling them is better for the business, and over three and a half centuries, have shown it is also what better-for-the-world looks like. 1st tenet: actions have consequences Begin with the nonconformity that sounds most reckless. Every partner of C. Hoare & Co. stands to lose everything they own if the bank fails: homes, savings, including their children’s inheritance. To most financiers this is complete lunacy; the entire architecture of the limited-liability corporation exists to prevent it. Alexander inverts the frame. The natural order is for actions to have consequences; it is in fact the contemporary arrangement that is the aberration from historical pattern. Until Big Bang in the late 1980s nearly every City firm traded on unlimited liability, and “my word is my bond” was an enforcement mechanism, not just a slogan. What followed its abolition was an era in which executives could half-bankrupt a country and walk away unscathed. Unlimited liability, by contrast, “focusses the family on a culture of excellence, not scale.” Through a first principles systems thinking lens the argument is obvious. Any successful system needs feedback: consequences must return to the actor and shape the next action. Limited liability severs that loop, capping the decision-maker’s downside at zero while leaving the upside unbounded. A diversified shareholder optimises the ensemble average across many companies; while a partner with unlimited liability and a more than 350-year time horizon must optimise the time average, the single path of history where ruin is permanent. A bet with a glorious expected value and a small chance of ruin is excellent for the ensemble and fatal for whoever gets ruined. This is why the book’s risk philosophy is so unfashionably simple: “banking is quite straight-forward if you merely avoid the mad and the bad.” 2nd tenet: perpetuate, do not maximise The mission statement the older partners first mocked is seven words long: “to perpetuate a profitable family business.” It “does not say anything about conquering or winning,” and its ambition is bounded: “we want to survive as a family business for perpetuity. This means being just big enough, not vast.” To the modern mind this is a category error: surely the purpose of an enterprise is to grow? Here Alexander deploys the most counterintuitive finding of his forty years, borrowed from John Kay’s notion of obliquity: “We have never aimed to maximize profits or to grow dramatically, and it turned out that not aiming at these things can be very effective at delivering them.” Kay’s cautionary tale is ICI, which adopted shareholder-value maximisation as its explicit goal and destroyed itself pursuing it. Aim at excellent banking and profit arrives as a by-product; aim at profit directly and you strip the institution that produces it. Donella Meadows identified the goal of a system as one of its highest leverage points: change the goal and everything downstream follows. Set it to maximise short-term profits and the system rationally destroys its future to grow the current quarter; set it to perpetuate and any gain that imperils survival is no gain, because the future is the whole point. Extraction generates large early terms in a series that is then truncated. This is best illustrated by the average lifespan of an S&P 250 company falling from 60 years in the past to just 15 years now. The perpetuator generates decent terms forever, and a series that never terminates beats any short burst that does. Eric Ries, in Incorruptible, names the force this resists: financial gravity, the pull on every company exposed to the capital markets toward short-term extraction at the expense of mission and survival. 3rd tenet: small is beautiful, & KISS principle Early on, Alexander adopted “two handy mantras: first, ‘small is beautiful’, and secondly ‘KISS’ (Keep It Simple Stupid).” He concedes the apparent absurdity: “Academically this is faintly ridiculous – a small bank should not out-compete, or even survive, against much larger competitors.” Yet it does, because the textbooks model only half the phenomenon, “the diseconomies of scale: the back-stabbing as executives climb the greasy ladder... and many, many other dysfunctions of large organisations.” Complexity behaves like entropy: generated spontaneously, bottom-up, by every well-meaning patch and product, and never decreasing on its own. The ideas Alexander refused “would have made us more money, but they would have built in a complexity premium further down the line.” Because complexity is born decentralised, only the top-down can reduce it, by someone with the authority and the stake to overrule a thousand local optimisers. That is what “stick to the knitting” really is: top-down work against organisational entropy. Here the tenets interlock. Keep the bank small enough for an owner to truly understand, and they can hold it in their head, take responsibility for it, and hand it on intact. Let it outgrow comprehension and two failures follow: the next generation sells the incomprehensible behemoth, and the owners demand limited liability, because no one accepts unlimited responsibility for something they cannot even fathom. Scale destroys comprehension; lost comprehension severs feedback loops; severed feedback ensures the eventual blow-up. Smallness is not an aesthetic preference but the load-bearing condition that keeps every other loop closed with high signal quality. The clearest proof is that a decade ago the bank sold its profitable, growing wealth-management arm and shrank headcount by roughly a fifth, concentrating IT, compliance and the partner

  5. Jun 4

    Robin Kermode — Speak So Your Audience Will Listen: Useful Techniques for Effective Speaking

    Robin Kermode, is a top executive communication coach and a veteran actor, he is also the author of “Speak: So Your Audience Will Listen - 7 Steps to Confident and Successful Public Speaking”. You can follow him here on LinkedIn. Robin Kermode shares expert insights on effective communication, overcoming nerves, and engaging audiences. Discover practical techniques for public speaking, body language, voice modulation, and crafting simple, impactful messages.Key Topics:The importance of authenticity and simplicity in speechTechniques to manage nerves and anxietyThe role of body language and voice modulationCrafting messages with clear intention and empathyThe importance of emotional connection and storytellingRobin Kermode:https://robinkermode.comhttps://en.wikipedia.org/wiki/Robin_K...https://www.imdb.com/de/name/nm0449418/https://www.amazon.com/Robin-Kermode-...Ritavan: https://www.amazon.com/dp/B0GY8J23SKhttps://www.amazon.com/Data-Impact-bu...https://ritavan.com/ If these insights resonate with you, feel free to share the post: Share To know what comes next on Part-Maven Part-Maverick: Subscribe here for free for early access to future episodes For more of my thoughts, follow me on LinkedIn Get my book The System Gambit for finding leverage to unlock compounding value This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit mavenmaverick.substack.com

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Podcasts with brilliant authors, thinkers and experts - sharing ideas and challenging assumptions through useful contrarian perspectives. mavenmaverick.substack.com