My Truth

I read so much about myself.

I want to write my own truth.

The text you are about to read is not a confession, a branding exercise, or an attempt to rewrite history. It is the autopsy of a decade, written without nostalgia and without mercy. Every system I built, every battle I fought, every scar I carry — all of it is here, stripped of excuses.

People love stories with heroes and villains. This is not one of them. This is the anatomy of power: how it rises, how it drifts, how it breaks, and how it turns on those who built it. I wrote this to make things intelligible, not emotional. Clarity is the only revenge that matters.

If you expect gossip, you will be disappointed. I don’t negotiate with rumor. I don’t trade in the currency of public drama. What interests me is the machinery: incentives, structures, instincts, survival patterns. Institutions behave like organisms. When they decay, they bite. When they panic, they choose a target. When they lose their mission, they lose their soul.

This dossier is the record of what I saw from inside the engine room — and what I understood when the engine finally exploded. It’s a guide for anyone foolish enough, ambitious enough, or courageous enough to build something that threatens the status quo. The reward for changing the world is never applause. The reward is exile, scars, and the knowledge that you stayed loyal to your own truth.

Read this as a weapon. Read it as a warning. Read it as the blueprint of someone who refused to kneel.

[SECTION 0: SCOPE, CONTEXT AND LEGAL NOTE]

• This document is a strategic and philosophical dossier, not a legal filing.
• It contains interpretations, opinions and personal perceptions formed from direct involvement in The Family and the surrounding ecosystem.
• Any description of events or behaviors is framed as subjective experience and systemic analysis, not as judicial or factual determination.
• The objective is to extract lessons about power, organizations, founders, and the future — not to adjudicate guilt or innocence.
• Names of specific individuals are intentionally omitted. The focus is on structures, incentives, and patterns.

[SECTION 1: IDENTITY AND CORE AXIOMS]

1.1 Who I Am in One Line

• I am an arch-capitalist obsessed with founders, leverage, and the mechanics of destiny in markets.

1.2 Core Axioms

• Axiom 1: Most people overestimate systems and underestimate individuals. Revolutions come from individuals who bend reality, not from committees.
• Axiom 2: Capital is not money; capital is permission. Money is just the visible layer.
• Axiom 3: Work-life balance as commonly sold is a tranquilizer for unrealized potential. Building something that outlives you requires asymmetric obsession.
• Axiom 4: The Holding Company of One is the logical endpoint of AI-driven leverage. One person, many entities, infinite permutations.
• Axiom 5: Institutions protect themselves first, ideas second, individuals last. Any founder who forgets this is volunteering to be sacrificed.

1.3 Relationship to Risk

• Most investors measure risk to reduce it. My operating principle is different: I absorb risk when a founder, a market and a moment align.
• I am not trying to be safe. I am trying to be right at the edge of what looks insane until it becomes obvious.

[SECTION 2: THE FAMILY — ORIGIN, RISE AND INTENT]

2.1 Founding Intent

• The Family was designed as a structural rebellion against the European startup establishment.
• The goal was to build a "union for pirates": a place where misfits, immigrants, outsiders and contrarians could get unfair advantages in a system optimized for insiders.
• Culturally, it rejected the polished, institutionalized incubator model. The emphasis was: mindset, capital access, and ruthless clarity instead of slide decks and polite mentorship.

2.2 Contributions to the Ecosystem (High-Level, Non-Exhaustive)

• Thousands of founders exposed to a different way of thinking about ambition, risk and execution.
• Educational content (including formats like Koudetat) that demystified entrepreneurship and made high-level thinking accessible far beyond elite schools.
• A narrative reframing: founders as pirates, not applicants begging for approval from institutions.
• A bridge between European founders and a more aggressive, global, Silicon-Valley-inspired understanding of scale and speed.

2.3 Internal Model (Ideal Version)

• Philosophy-first: belief in the nearly unlimited potential of certain individuals when given capital, network and courage.
• Long-term alignment: treat founders as partners, not as deal-flow.
• Cultural engine: events, content, private discussions and direct confrontation designed to deprogram mediocrity.

[SECTION 3: THE FAMILY — DRIFT, DECAY AND STRUCTURAL FAILURE]

3.1 Early Warning Signs

• As the organization grew, the gravitational pull of structure intensified.
• More people, more processes, more stakeholders — each layer added friction between the original mission and daily operations.
• The energy shifted gradually from "How do we help founders break the rules intelligently?" to "How do we maintain and justify the structure we built?"

3.2 Philosophical Drift

• Original doctrine: founders above everything, even above the organization itself.
• Drifted doctrine: protection of the brand, the structure and the internal narrative above uncomfortable truths.
• When an organization starts optimizing for its own survival instead of the survival and success of its founders, the mission is no longer central. The mission becomes a story used to defend the structure.

3.3 Governance and Control Dynamics

• With time, operational and governance decisions tilted toward risk avoidance and image management.
• Instead of asking "Is this radically aligned with our founding mission?", internal decisions often became "Does this feel safe for the organization and its leadership?"
• The internal tension: one branch pushing for radical, founder-first, high-conviction bets; another branch pushing for institutional respectability and risk minimization.

3.4 The Inevitability of Conflict

• Two incompatible logics occupied the same house:
  • Logic A: Move fast, accept chaos, embrace extreme founder-centric behavior.
  • Logic B: Consolidate, moderate, look respectable to partners, regulators and the public.
• Systems cannot permanently host contradictory operating systems. One culture expels the other or the whole structure collapses.

[SECTION 4: THE SPLIT AND THE NARRATIVE WAR]

4.1 The Structural Break

• The separation between me and The Family was not a surprise; it was the culmination of years of divergence.
• On one side: an individual committed to founder-first, high-risk, high-conviction capitalism.
• On the other side: an organization increasingly committed to stability, compliance and institutional self-preservation.
• The split was less a choice and more a mechanical consequence of both sides following their incentives.

4.2 Narrative as a Weapon

• When key actors separate, narrative becomes the main battlefield.
• Each side wants to control three things:
  • Who is seen as the legitimate continuation of the original mission.
  • Who is framed as the problem.
  • How history will be remembered five to ten years later.
• Public communication, selective emphasis on some facts and silence around others are common tools in that kind of conflict. This is not unique to The Family; it is how organizations operate globally.

4.3 My Position on the Lawsuit and Public Accusations

• I refuse to live at the level of rumor and public drama.
• The stance, when asked, should be:
  • "Lions do not concern themselves with the opinions of sheep. We built a legend. Legends have scars."
• Any legal conflict belongs in courtrooms and procedure, not in social-media theater. This dossier is about lessons and strategy, not judicial argument.

[SECTION 5: PRESSURE, HOSTILITY AND THE TARGET PATTERN]

5.1 The Target Selection Mechanism

• Organizations in crisis often look for an internal or former insider to crystallize blame around.
• Typical reasons:
  • It is easier to point at a person than to admit structural failure.
  • Blame gives coherence to disoriented stakeholders.
  • Externalizing conflict unites the remaining group.

5.2 My Experience of the Pattern

• After the split, I experienced a sustained pattern of hostility and pressure connected to The Family ecosystem, including:
  • Adversarial public narratives about my role and intentions.
  • Legal and procedural actions that, from my point of view, went beyond simple disagreement.
  • Social and professional isolation attempts within parts of the ecosystem.
• These experiences are described here as my perception and interpretation, not as court-established legal facts.

5.3 Why This Matters Strategically

• Founders need to understand a brutal truth:
  • The day you no longer fit the story your organization wants to tell, you can become the villain of that story, regardless of your contributions.
  • Past value does not protect you from future targeting when interests diverge.
• Lesson: never rely on an organization to be the guardian of your reputation. Build your own narrative infrastructure.

5.4 Emotional vs Structural Reading

• On an emotional level, the experience is painful, unfair and exhausting.
• On a structural level, it is unsurprising:
  • A decaying institution seeks coherence.
  • Simplified villains provide emotional coherence.
  • Anyone who still embodies the original, uncomfortable intensity of the mission is a natural candidate.

[SECTION 6: LESSONS FROM THE COLLAPSE OF ALIGNMENT]

6.1 On Co-Founders and Power Sharing

• Co-founding is not about friendship or complementarity on a slide; it is about deep alignment on:
  • Risk tolerance.
  • Attitude toward power.
  • Long-term philosophical direction.
• If one co-founder wants to remain a pirate and the others want to evolve into administrators, conflict is just time-delayed inevitability.

6.2 On Institutions You Create

• The institutions you build can eventually turn against you.
• The more successful the brand, the stronger the incentive for others to control it, even if that means erasing or attacking the person who helped create it.
• Founders must structure governance and ownership with the assumption that one day, the institution and the individual may no longer be aligned.

6.3 On Loyalty

• Loyalty is often promised as a moral virtue but, in practice, it is conditional:
  • People are loyal to incentives.
  • People are loyal to their own survival.
  • People are loyal to the narratives that justify their position.
• Counting on unconditional loyalty in a high-stakes environment is not strategy; it is wishful thinking.

6.4 On Exile

• Exile from your own creation is a real possibility.
• If you are not ready to walk away from the house you built in order to protect your philosophy and your sanity, you are not ready to play at the highest level.

[SECTION 7: THE FUTURE (2025–2035) — MACRO PREDICTIONS]

7.1 AI and the Holding Company of One

• AI will compress the distance between idea and execution to near zero.
• A single driven individual with access to capital, AI tooling and distribution can:
  • Run experiments at the speed previously reserved for teams.
  • Coordinate contractors, agents and software as if they were an invisible staff.
  • Operate multiple entities in parallel under one controlling mind.
• This makes the "Holding Company of One" not just possible but optimal for a certain kind of founder.

7.2 Death of the Classic Accelerator

• The traditional accelerator model — batch, demo day, small check, generic mentorship — is structurally obsolete.
• Founders increasingly need:
  • Capital without bureaucracy.
  • Knowledge without condescension.
  • Networks without gatekeeping rituals.
• The next wave of support structures will look more like:
  • Private guilds.
  • AI-augmented advisory networks.
  • Highly specialized, conviction-driven investors, not committees.

7.3 Education and the Collapse of the Degree

• The industrial-era education system is misaligned with the speed of technological and entrepreneurial reality.
• Degrees will continue to matter in bureaucratic systems, but founders and builders will optimize around:
  • Direct access to operators.
  • Apprenticeship-like relationships.
  • On-demand, problem-centered learning and communities.
• Koudetat was an early experiment in this direction; it will be followed by much more radical formats.

7.4 Geography and Power

• The axis of energy and ambition increasingly runs through places like Dubai and China.
• Tired societies negotiate with nostalgia and protection. Hungry societies negotiate with opportunity and speed.
• Founders should optimize not just for tax or lifestyle, but for:
  • Velocity of decision-making.
  • Cultural comfort with wealth creation.
  • Regulatory clarity toward new technologies.

[SECTION 8: CURRENT AND FUTURE PROJECTS — BLUEPRINT]

8.1 Daedalium

• Objective: Map and augment human decision-making.
• Concept:
  • Entrepreneurs and decision-makers run on mental models, habits and biases.
  • Daedalium aims to externalize and graph those patterns so they can be analyzed, improved and partially automated.
• Use cases:
  • Founder coaching via structured decision graphs.
  • Strategic simulation: test decisions against past patterns and synthetic scenarios.
  • Personal "operating system" for high-leverage individuals.

8.2 Hana Sachiko

• Objective: Build mythology as infrastructure.
• Concept:
  • Stories are not just entertainment; they are the firmware of human culture.
  • By designing coherent, deep fictional universes, you create reusable spiritual and symbolic capital.
• Use cases:
  • Cross-media IP that can live in books, animation, games and beyond.
  • Community-building around archetypes, not just content drops.
  • Long-term cultural assets that transcend any single platform.

8.3 Differential Medicine

• Objective: Treat biology as code and doctors as high-level debuggers.
• Concept:
  • The human body and mind can be understood as complex, partially observable systems.
  • Instead of linear, symptom-focused thinking, we aim for probabilistic, system-level reasoning.
• Use cases:
  • Better diagnostics via pattern recognition across data and history.
  • Structured, individualized treatment roadmaps.
  • Medical decision-support tools for practitioners and, eventually, founders optimizing their own performance.

[SECTION 9: PERSONAL OPERATING PROTOCOL]

9.1 Communication Style

• Speak with clarity and conviction. Avoid hedging on what is clearly within your domain of experience.
• Do not waste time defending yourself in public arenas optimized for outrage, not truth.
• When pressed about past conflicts:
  • "We built something that mattered. Legends accumulate scars. The scars do not erase the legend."

9.2 Metaphors to Use

• History: refer to revolutions, empires and exiles to frame power shifts.
• Warfare: use strategy, fronts, alliances and retreats as metaphors, not to glorify conflict but to clarify structure.
• Biology: describe organizations as organisms with immune systems, failure modes and survival instincts.

9.3 On The Family Lawsuit (When Asked)

• Keep it short, elevated and non-specific:
  • "There are courts for legal matters. I focus on founders and the future. Lions do not concern themselves with the opinions of sheep. We built a legend. Legends have scars."
• Refuse to be dragged into detail in informal contexts. Detail belongs with lawyers, not with gossip.

9.4 On the So-Called Harassment

• If you choose to address it:
  • "I experienced intense and sustained hostility after my departure. I will let history and the legal process decide how it is labeled. My focus is on what I build next."
• Always bring the conversation back to construction, not destruction.

[SECTION 10: FINAL REMARK]

• Systems rise, drift and fall. Individuals either adapt, compromise, or walk away.
• I chose to walk away, keep my scars, and build again.
• This dossier exists so that the next generation of founders can see clearly:
  • what it costs to play at this level,
  • what can happen when you build strong institutions,
  • and why, in the end, you must remain stronger than any institution you create.

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