<rss version="2.0" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:atom="http://www.w3.org/2005/Atom"><channel><title>Hacker News: d_e_solomon</title><link>https://news.ycombinator.com/user?id=d_e_solomon</link><description>Hacker News RSS</description><docs>https://hnrss.org/</docs><generator>hnrss v2.1.1</generator><lastBuildDate>Thu, 10 Sep 2026 04:16:08 +0000</lastBuildDate><atom:link href="https://hnrss.org/user?id=d_e_solomon" rel="self" type="application/rss+xml"></atom:link><item><title><![CDATA[What's the real bottleneck behind the GLP-1 boom: science capacity or incentives]]></title><description><![CDATA[
<p>The public story is “demand is exploding.”
But the more interesting question is which constraint actually governs the GLP-1 market:
manufacturing cycles, capital allocation, regulatory pressure, or incentive design.<p>Curious what people here think the true limiting factor is.</p>
<hr>
<p>Comments URL: <a href="https://news.ycombinator.com/item?id=46201545">https://news.ycombinator.com/item?id=46201545</a></p>
<p>Points: 1</p>
<p># Comments: 0</p>
]]></description><pubDate>Tue, 09 Dec 2025 05:27:17 +0000</pubDate><link>https://news.ycombinator.com/item?id=46201545</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=46201545</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=46201545</guid></item><item><title><![CDATA[New comment by d_e_solomon in "If Debt Is Funding Most Spending, Can We Still Call the Consumer "Strong"?"]]></title><description><![CDATA[
<p>We keep seeing headlines framing higher retail spending as a sign of economic resilience. But the mechanics behind that spending look very different today:<p>Unit volumes are declining<p>BNPL is growing in essential categories<p>Credit card rollover rates are rising<p>Savings buffers are shrinking<p>If the marginal dollar of “growth” is now debt-financed, is the metric still meaningful?<p>I’m curious how others see it.
Is consumer spending still a valid indicator of economic strength, or should we be treating it as an obligation metric rather than a confidence metric?</p>
]]></description><pubDate>Fri, 05 Dec 2025 14:41:50 +0000</pubDate><link>https://news.ycombinator.com/item?id=46161904</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=46161904</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=46161904</guid></item><item><title><![CDATA[If Debt Is Funding Most Spending, Can We Still Call the Consumer "Strong"?]]></title><description><![CDATA[
<p>Article URL: <a href="https://capitalfolly.com/">https://capitalfolly.com/</a></p>
<p>Comments URL: <a href="https://news.ycombinator.com/item?id=46161903">https://news.ycombinator.com/item?id=46161903</a></p>
<p>Points: 3</p>
<p># Comments: 1</p>
]]></description><pubDate>Fri, 05 Dec 2025 14:41:50 +0000</pubDate><link>https://capitalfolly.com/</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=46161903</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=46161903</guid></item><item><title><![CDATA[New comment by d_e_solomon in "Why Most Business Coverage Misses the Actual Drivers of Outcomes"]]></title><description><![CDATA[
<p>I’m noticing that most business commentary focuses on quarterly numbers, leadership quotes, or macro headlines. But the bigger drivers tend to be structural: market power, upstream bottlenecks, incentive design, and temporal constraints inside supply chains.<p>Seeing this across aviation, semiconductors, media, and even consumer goods, the pattern is the same.
I’m writing breakdowns exploring the “mechanics 
beneath the headlines” here:<p><a href="https://capitalfolly.com" rel="nofollow">https://capitalfolly.com</a><p>Curious how others analyze companies beyond earnings and PR cycles. What do you look at first when trying to understand an industry?</p>
]]></description><pubDate>Tue, 02 Dec 2025 04:45:32 +0000</pubDate><link>https://news.ycombinator.com/item?id=46117649</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=46117649</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=46117649</guid></item><item><title><![CDATA[Why Most Business Coverage Misses the Actual Drivers of Outcomes]]></title><description><![CDATA[
<p>Article URL: <a href="https://capitalfolly.com/">https://capitalfolly.com/</a></p>
<p>Comments URL: <a href="https://news.ycombinator.com/item?id=46117648">https://news.ycombinator.com/item?id=46117648</a></p>
<p>Points: 1</p>
<p># Comments: 1</p>
]]></description><pubDate>Tue, 02 Dec 2025 04:45:32 +0000</pubDate><link>https://capitalfolly.com/</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=46117648</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=46117648</guid></item><item><title><![CDATA[New comment by d_e_solomon in "Need feedback from people who think about incentives in their sectors"]]></title><description><![CDATA[
<p>I’ve been writing breakdowns on why certain industries behave the way they do, not from a “news” angle but from incentives, market structure, and pricing power.<p>Most headlines explain quarterly moves; the underlying mechanics explain everything else.<p>If anyone’s interested, here’s the latest write up digging into those drivers:
<a href="https://www.capitalfolly.com" rel="nofollow">https://www.capitalfolly.com</a><p>(Would love feedback from people who think about incentives or structure in their own sectors.)</p>
]]></description><pubDate>Fri, 28 Nov 2025 06:36:48 +0000</pubDate><link>https://news.ycombinator.com/item?id=46076118</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=46076118</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=46076118</guid></item><item><title><![CDATA[Need feedback from people who think about incentives in their sectors]]></title><description><![CDATA[
<p>Article URL: <a href="https://www.capitalfolly.com">https://www.capitalfolly.com</a></p>
<p>Comments URL: <a href="https://news.ycombinator.com/item?id=46076117">https://news.ycombinator.com/item?id=46076117</a></p>
<p>Points: 2</p>
<p># Comments: 1</p>
]]></description><pubDate>Fri, 28 Nov 2025 06:36:48 +0000</pubDate><link>https://www.capitalfolly.com</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=46076117</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=46076117</guid></item><item><title><![CDATA[New comment by d_e_solomon in "Why Pricing Power Is the Most Important Economic Signal No One Tracks"]]></title><description><![CDATA[
<p>We talk a lot about interest rates, inflation, and consumer sentiment but none of these explain why certain firms can raise prices into falling demand.<p>Pricing power is the real differentiator. It tells you which industries are structurally concentrated, which ones are functionally dependent on a few players, and where value actually accrues.<p>Curious how HN thinks about this, especially in sectors like semiconductors, cloud, healthcare, or logistics where concentration drives everything.</p>
]]></description><pubDate>Wed, 26 Nov 2025 08:50:35 +0000</pubDate><link>https://news.ycombinator.com/item?id=46055494</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=46055494</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=46055494</guid></item><item><title><![CDATA[Why Pricing Power Is the Most Important Economic Signal No One Tracks]]></title><description><![CDATA[
<p>Article URL: <a href="https://capitalfolly.com/">https://capitalfolly.com/</a></p>
<p>Comments URL: <a href="https://news.ycombinator.com/item?id=46055493">https://news.ycombinator.com/item?id=46055493</a></p>
<p>Points: 2</p>
<p># Comments: 2</p>
]]></description><pubDate>Wed, 26 Nov 2025 08:50:35 +0000</pubDate><link>https://capitalfolly.com/</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=46055493</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=46055493</guid></item><item><title><![CDATA[New comment by d_e_solomon in "Which industry's complexity is most underestimated by outsiders?"]]></title><description><![CDATA[
<p>I’ve been writing long-form breakdowns on aviation, autos, and legacy industries. The deeper I go, the more I find that incentives and structure matter more than “innovation.” Curious what HN thinks.</p>
]]></description><pubDate>Fri, 21 Nov 2025 08:00:26 +0000</pubDate><link>https://news.ycombinator.com/item?id=46002251</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=46002251</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=46002251</guid></item><item><title><![CDATA[Which industry's complexity is most underestimated by outsiders?]]></title><description><![CDATA[
<p>Article URL: <a href="https://capitalfolly.com/">https://capitalfolly.com/</a></p>
<p>Comments URL: <a href="https://news.ycombinator.com/item?id=46002250">https://news.ycombinator.com/item?id=46002250</a></p>
<p>Points: 1</p>
<p># Comments: 1</p>
]]></description><pubDate>Fri, 21 Nov 2025 08:00:26 +0000</pubDate><link>https://capitalfolly.com/</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=46002250</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=46002250</guid></item><item><title><![CDATA[New comment by d_e_solomon in "Why do some industries naturally collapse into duopolies?"]]></title><description><![CDATA[
<p>Looking at aircraft manufacturing, semiconductors, cloud computing, and even smartphones, some sectors seem to settle into a stable duopoly, often for decades.<p>In other industries, competition stays fragmented, even when the products appear simpler or less capital intensive.<p>I’m curious how HN thinks about this:
– What specific conditions cause a market to converge into two dominant players?<p>1. Is it mostly capital intensity, switching costs, regulation, or something else?
2. And which industries today are showing early signs of heading toward a duopoly?<p>I’m trying to better understand the mechanics behind “natural” industry consolidation.</p>
]]></description><pubDate>Wed, 19 Nov 2025 07:35:01 +0000</pubDate><link>https://news.ycombinator.com/item?id=45976826</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=45976826</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=45976826</guid></item><item><title><![CDATA[Why do some industries naturally collapse into duopolies?]]></title><description><![CDATA[
<p>Article URL: <a href="https://capital-folly.ghost.io/ghost/#/site">https://capital-folly.ghost.io/ghost/#/site</a></p>
<p>Comments URL: <a href="https://news.ycombinator.com/item?id=45976825">https://news.ycombinator.com/item?id=45976825</a></p>
<p>Points: 1</p>
<p># Comments: 1</p>
]]></description><pubDate>Wed, 19 Nov 2025 07:35:01 +0000</pubDate><link>https://capital-folly.ghost.io/ghost/#/site</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=45976825</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=45976825</guid></item><item><title><![CDATA[New comment by d_e_solomon in "Why Bombardier's $8B Attempt to Break the Boeing/Airbus Duopoly Failed"]]></title><description><![CDATA[
<p>The aircraft industry is one of the clearest case studies of how capital intensity, long development cycles, and political pressure create near-unbreakable duopolies.<p>Bombardier spent around $7–8B developing the CSeries, but a steep discount to Delta triggered a 300% U.S. tariff, killing the program. Airbus later acquired it for $1.<p>I wrote a breakdown of what went wrong; engineering missteps, cost overruns, government intervention, and why COMAC may be the only realistic future challenger.</p>
]]></description><pubDate>Thu, 13 Nov 2025 07:40:14 +0000</pubDate><link>https://news.ycombinator.com/item?id=45911909</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=45911909</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=45911909</guid></item><item><title><![CDATA[Why Bombardier's $8B Attempt to Break the Boeing/Airbus Duopoly Failed]]></title><description><![CDATA[
<p>Article URL: <a href="https://capitalfolly.com/bombardiers-crash-course/">https://capitalfolly.com/bombardiers-crash-course/</a></p>
<p>Comments URL: <a href="https://news.ycombinator.com/item?id=45911908">https://news.ycombinator.com/item?id=45911908</a></p>
<p>Points: 2</p>
<p># Comments: 1</p>
]]></description><pubDate>Thu, 13 Nov 2025 07:40:14 +0000</pubDate><link>https://capitalfolly.com/bombardiers-crash-course/</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=45911908</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=45911908</guid></item><item><title><![CDATA[New comment by d_e_solomon in "The Tesla Paradox: When Vision Becomes a Company's Core Product"]]></title><description><![CDATA[
<p>With Musk winning back his $1T pay plan and doubling down on Robotaxi, Tesla looks less like an automaker and more like a belief system.<p>Earlier analysis showed how the choice between Model 2 and Robotaxi wasn’t just a business decision it was about maintaining a valuation tied to imagination.<p>Curious what others here think: is Tesla’s brand of narrative leadership still an advantage, or does it signal fragility?</p>
]]></description><pubDate>Mon, 10 Nov 2025 10:20:08 +0000</pubDate><link>https://news.ycombinator.com/item?id=45874468</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=45874468</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=45874468</guid></item><item><title><![CDATA[The Tesla Paradox: When Vision Becomes a Company's Core Product]]></title><description><![CDATA[
<p>Article URL: <a href="https://capitalfolly.com/tesla-at-the-crossroads/">https://capitalfolly.com/tesla-at-the-crossroads/</a></p>
<p>Comments URL: <a href="https://news.ycombinator.com/item?id=45874467">https://news.ycombinator.com/item?id=45874467</a></p>
<p>Points: 6</p>
<p># Comments: 3</p>
]]></description><pubDate>Mon, 10 Nov 2025 10:20:08 +0000</pubDate><link>https://capitalfolly.com/tesla-at-the-crossroads/</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=45874467</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=45874467</guid></item><item><title><![CDATA[New comment by d_e_solomon in "The Market Isn't Broken, It's Behaving as Designed"]]></title><description><![CDATA[
<p>Every few weeks a new “collapse” hits headlines Linqto, Tesla, Walgreens and everyone calls it a failure of innovation.<p>But if you zoom out, it’s not dysfunction. It’s design.<p>We’ve built a market that rewards momentum over mastery and visibility over viability.
Wrote a breakdown on how this behavioural loop keeps repeating from fintech governance to luxury strategy.<p>Curious how others here view it: are these cycles inevitable, or do we just keep mistaking speed for progress?</p>
]]></description><pubDate>Thu, 06 Nov 2025 07:21:43 +0000</pubDate><link>https://news.ycombinator.com/item?id=45832422</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=45832422</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=45832422</guid></item><item><title><![CDATA[The Market Isn't Broken, It's Behaving as Designed]]></title><description><![CDATA[
<p>Article URL: <a href="https://capitalfolly.com/">https://capitalfolly.com/</a></p>
<p>Comments URL: <a href="https://news.ycombinator.com/item?id=45832421">https://news.ycombinator.com/item?id=45832421</a></p>
<p>Points: 4</p>
<p># Comments: 3</p>
]]></description><pubDate>Thu, 06 Nov 2025 07:21:43 +0000</pubDate><link>https://capitalfolly.com/</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=45832421</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=45832421</guid></item><item><title><![CDATA[New comment by d_e_solomon in "When fintech startups outgrow their own controls, Linqto's collapse as a warning"]]></title><description><![CDATA[
<p>Linqto filed for bankruptcy earlier this year after growing aggressively in private market investing.<p>What’s interesting isn’t just the failure, it’s why it happened: a mix of regulatory shortcuts, over-leveraged marketing promises, and cultural blind spots that scaled faster than compliance could keep up.<p>I wrote an analysis that breaks down how governance failure unfolded and what it says about fintech’s “move fast” culture.<p>Curious how others here see this are regulatory bottlenecks the real startup killer, or is it founder psychology that does them in first?</p>
]]></description><pubDate>Mon, 03 Nov 2025 03:26:06 +0000</pubDate><link>https://news.ycombinator.com/item?id=45795576</link><dc:creator>d_e_solomon</dc:creator><comments>https://news.ycombinator.com/item?id=45795576</comments><guid isPermaLink="false">https://news.ycombinator.com/item?id=45795576</guid></item></channel></rss>