I observe that legacy insiders rarely disrupt because they’re fluent in the system, too fluent to challenge it.
I’ve seen several companies start as side‑projects that later operated in stealth, not because anyone planned it, but because early‑stage compounding naturally kept them under the radar.
Stealth isn’t always intentional‑ sometimes, it’s just how compounding begins.
I observed that some people don’t doubt an idea; they fear it because if it works, it changes the rules they’ve been playing by, which represents the real threat.
The fear stems from the notion that if it works, it changes the rules they’ve been playing by.