2/26/25 Update: I created a page with all 52 books I read last year. See it here.

2/27/25 Update: I’ve created a searchable library of every book I’ve read and update it weekly. See it here.

This summer, I set a goal of creating 100 podcasts about books I was reading. It forced me to start tracking my reading in a spreadsheet. It’s nerdy, but it was necessary because every week, I read a book, wrote a blog post series, and created a podcast series about each book. The spreadsheet helped me keep everything organized. I paused the latter two after the summer because they were too inefficient and time-consuming, but I kept updating the spreadsheet and reading a book a week.

I looked at the spreadsheet as I was reflecting on the books I read in 2024. I figured I’d share some stats and learnings.

High-level stat for 2024:

• Books read: 52

2024 breakdown by month:

• January: 0 (I did read, but I can’t remember what books)
• February: 2
• March: 6
• April: 6
• May: 7
• June: 5
• July: 4
• August: 5
• September: 4
• October: 3
• November: 5
• December: 5

Here are a few things I learned along the way:

• Reading two books a week was too aggressive. I tried it in the March–May period, but I wasn’t absorbing as much of what I was reading or making as many connections. I was focused on finishing the books, which isn’t why I read. The pace was too fast, so I reduced it to a book a week, which feels more sustainable.
• Sharing what I learned from my reading was the big unlock. It took my learning and thinking to another level. Writing a blog post series and recording a podcast series forced me to identify insights and organize and communicate my thinking. The key tool in that process was creating a digest of each book, which was an extraction of the information I found important in each chapter, along with my insights.
• E-readers, such as Kindles, are great devices, but I prefer reading physical books. I highlight and add notes about insightful sections and ideas in the books. Those highlights and notes are trapped in each book, so finding and using them later is difficult. See here for more. As I’ve read more, this has become a painful problem. Trying to find something sometimes means reviewing several books’ notes and highlights. Experiencing this pain led me to several feature ideas for the “book library.”
• Reading a book is simple—but learning from what I read is more involved. It’s inefficient and involves lots of steps. The process of sharing what I learn from my reading is complex. It’s hard and has many steps and lots of moving pieces. This realization led me to add several more feature ideas to the “book library.”
• The value in reading lots of entrepreneurial biographies is that you’re exposed to the best ideas and experiences of entrepreneurs, and you can pull from them when you’re faced with a problem. The challenge is that this requires a great memory or knowing exactly where to look to quickly find something you’ve read. I don’t have a photographic memory, and I don’t always remember where I read something. I want to make it easy to find what I’ve read, which will be a big part of the “book library” MVP.
• My best ideas in 2024 came from piecing ideas together from various books. Making those connections was a great way to build upon what other entrepreneurs figured out. Solving a problem by building upon the knowledge of others rather than starting from scratch led to my having better ideas. I’m not an idea guy, so this was perfect for me, and I want to do more of it going forward. I don’t think this has to be completely manual and inefficient. Figuring out how to solve this and incorporate it into the “book library” is challenging, but I think it can be done, and I’m excited to figure this out because it’ll be a huge unlock for myself and others.

Those are my takeaways and reading stats for 2024!

Today I looked at the calendar and realized that Thanksgiving is next week. I feel like it snuck up on me. In 2023, I challenged myself and set an aggressive reading goal: read an 800-page book during that break (see here). I enjoy these holiday challenges. Even though I sometimes make them too aggressive, it’s definitely something I want to keep doing.

That said, I need to figure out what my 2025 Thanksgiving challenge will be. I haven’t thought about it at all and have no clue what I want to do this year. I do know it won’t be reading an 800-page book!

I’ll spend some time thinking about it this weekend so I can go into next week with a clear goal.

This week I listened to an entrepreneur explain an interesting situation with a large pilot customer. He’d had a six-month contract for a paid pilot with a large company. The idea was for the company to test his software and then agree to a longer-term contract. Because of internal dynamics at the large company, the pilot ended without a new contract being signed. So, the entrepreneur disabled the customer’s access to his software platform.

An interesting thing happened. The company reached out and asked if they could still access the platform while they worked toward another contract (which was expected to take several more months). Said differently, they wanted access to the platform again even though a new contract hadn’t been agreed upon and they weren’t paying the entrepreneur. The entrepreneur was in a tough spot because he didn’t want to say no and jeopardize ongoing contract negotiations. But he didn’t want to get the large company used to accessing his software for free either. He wasn’t sure whether to grant them access as a good-faith effort or to ask for advance payment.  

While this situation didn’t feel great to the entrepreneur, I viewed it as an overall positive that showed his software is valuable to this large customer. A classic product–market fit question is “What would you do if this service or product went away?” If the customer is unbothered, then you know the solution is a nice-to-have; they can live without it. You either don’t have product–market fit or the problem you’re solving isn’t painful enough to the customer. Neither is a positive sign. If the customer is worried about it going away, that’s a great sign that the solution solves a serious pain point and is a must-have for them. A very strong signal.

This founder’s situation went a step further. When he disabled access, his large customer requested that it be restored. To me, this is a sign that his software is solving a serious pain point for that customer. They’d grown used to his solution, and when it was removed, the pain was real and they realized how much they needed it. The sequence of events that led to this wasn’t ideal. Rolling the pilot into a new long-term contract without service disruption would have been ideal. But if I had to bet, I’d say this customer will end up agreeing to a longer-term contract with this entrepreneur.

Today I had a debate with a friend about the AI bubble narrative and the financial media. He said the debt issued by AI companies would be a problem. I asked him to prove it, and he showed me an article from a financial publication. I promptly rejected it and told him I wanted to see first-source data and for him to walk me through his analysis and conclusion based on that data.

I have no opinion on whether we’re in an AI bubble in public markets. But when I’m evaluating something, I aim to come to my own conclusions. I try not to rely on interpretations from people who aren’t deeply knowledgeable or involved in the situation. For that reason, I’m a fan of finding first-source data so I can see the facts for myself, analyze them, and come to my own conclusions.

When someone is trying to convince me of something I have no opinion on or knowledge of, I want to understand their conclusions and how they arrived at them. If they cite interpretations of others (especially the media), it’s often a sign they haven’t looked at the first-source data or done their own analysis to come to their own conclusion. Naturally, I’m more skeptical in those situations. Conversely, when someone has looked at first-source data and can articulate why they reached their conclusion based on it, I’m much more inclined—even if I disagree—to listen intently with an open mind.

I’ve been coaching a friend as she launches a new business. She used an AI website builder to create a fairly complex e-commerce website. The site is live and she’s open for business—a huge milestone. Now she’s tackling her next problem: how to make people aware of this new business.

It’s a classic dilemma. Some entrepreneurs have a field-of-dreams mentality: If you launch a business, customers will automatically come. The reality can be more discouraging. Building a new company or product is hard and forces you to learn new things. But the journey isn’t over when you check that box. Quite the opposite—the journey’s just beginning. You’ve finished a segment of it, and another one that you’re likely equally unfamiliar with awaits you.

Finding those early customers isn't easy, but it’s something you must figure out. If you don’t, you have no business. I’m excited for my friend as she embarks on the next part of her journey. I’m not sure how she’ll find early customers, but I’m pretty confident that she’ll figure it out and gain valuable insights as she does.

A few weeks ago, I read The Success Equation by Michael J. Mauboussin. He said that checklists are an important part of improving your decision-making process for activities influenced by luck. He mentioned the different types of checklists and a book that dives deeper into them.

The references to checklists stuck with me and reminded me of what Charlie Munger said about checklists. (See the post I wrote about that here.) It also made me want to learn more about the reasons checklists are so powerful.

So I read Checklist Manifesto by Atul Gawande, the book Mauboussin referenced. It delves into why checklists are used in industries such as aviation and construction. And why they’re effective at improving outcomes (and preventing disaster). A central point of the book is that the world is becoming more complex. It’s hard to remember everything, especially in high-pressure situations. Simple checklists help improve outcomes in complex situations by reducing errors of omission—missing important steps—and errors of ineptitude—failing to apply knowledge we already know. Going through a checklist forces consistency in how you think and what you do, preventing critical items from being overlooked or forgotten and thereby improving outcomes.

The book also describes the two main types of checklists and when it’s appropriate to use each: do-confirm—you perform tasks from memory and then verify them—and read-do— you follow steps, line by line, in high-stakes or unfamiliar situations.

An interesting note: the author is also a surgeon, so the book details his experience in trying to get hospitals around the globe to adopt surgical checklists (spoiler . . . checklists significantly reduce patient complications and death rates!).

I also found his research on the aviation industry, specifically the origins of why the industry instituted and relies heavily on checklists before takeoff and during emergencies, to be eye-opening.

Current Project: Reading books about entrepreneurs and sharing what I learned from them

Mission: Create a library of wisdom from notable entrepreneurs that current entrepreneurs can leverage to increase their chances of success

Cumulative metrics (since 4/1/24):

• Total books read: 89
• Total blog posts published: 588

This week’s metrics:

• Books read: 1
• Blog posts published: 7

What I completed in the week ending 11/16/25 (link to the previous week’s commitments):

• Read The Checklist Manifesto, a framework for improving how you think and act by reducing errors of omission—missing critical steps under pressure—and errors of ineptitude—failing to apply what you already know

What I’ll do next week:

• Read a biography, autobiography, or framework book
• Pick my next weekend project and start working on it

Asks:

• No ask this week

Week two hundred ninety-four was another week of learning. Looking forward to next week!

Current Project: Reading books about entrepreneurs and sharing what I learned from them

Mission: Create a library of wisdom from notable entrepreneurs that current entrepreneurs can leverage to increase their chances of success

What I struggled with:

• No material struggles related to this project

What I learned:

• Some people learn best in group settings, while others learn best when they have time to reflect alone. Entrepreneurs seem to tilt more toward the former. They build on each other’s insights to accelerate their learning. Conversely, investors tend to be in the latter camp, which makes sense when you think about it. Their goal is to get above-average returns. If they do what everybody else is doing, their results will be average, by definition.

That’s what I learned and struggled with last week.

I looked at the books I’ve read over the last few months and realized it’s been mostly framework books. That’s likely a reflection of two things: I was trying to understand or solve something, and I went down a rabbit hole when one framework book led me to a related one. This is especially true of Michael Mauboussin’s books—I read four of them in five weeks.

I got a ton out of these framework books, but I do want to get back to reading more biographies and autobiographies because of the personal stories in them. Personal stories are what make these books special.

The year will be over soon, and I want to read more personal stories before it ends. I’ve decided that I want at least half the books I read in the next few weeks to be biographies or autobiographies.

Some pages of specific blog posts weren’t loading correctly. In fact, some pages weren’t loading at all or were only partially loading. As a result, the page would freeze on some desktop and mobile browsers. My friend looked into this, found the root cause of the problem, and fixed it. As of now, all blog post pages should load quickly on all devices.

If you’re still seeing this issue (or any other issue), please let me know so I can fix it.