Good Menswear: You Don’t Know What You Don’t Know Until You’ve Seen It.

“Clothes and manners do not make the man; but when he is made, they greatly improve his appearance.”
—Arthur Ashe, Professional Tennis Player

In support of the art of dress, I give you a version of men’s style, reflecting my current style preferences:

Thom Sweeney – Beautiful bespoke, you spoke?

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The Mount Suit

Herno Light Tech Thermo Jackets:

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The Gillet, available in multiple colors… muted too, yes.

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Bow – Tie, HENRY Loafer:

Necessary Anywhere Socks:

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There is no “better” or “right” style– I believe though that there’s something in the deliberation given to treating oneself and one’s body as a temple, outside and in– that is “style”.

All power to men who see and live that too, whether that be realized in the mode of Jaden Smith or Mr. Birddogs guys here:

I hope this scroll gives you enough pause to think how you might dress for the next morning 💫, and if not, then ponder this:

“Clothes don’t make a man, but clothes have got many a man a good job.”
—Herbert Harold Vreeland, Academic

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Peter Thiel On the Valuation of Companies

I’ve put down The Guermantes Way for a moment to crunch through Zero to One, a book by Peter Thiel on notes on startups, monopolies, and how to build the future. So far, it’s proven to be an interesting read (it’s also my first time “reading” a book through Audible– I don’t know how to feel about that yet- but more on that for another time).

In Zero to One, Thiel advises on critically measuring a company’s long -term profitability and urges us to contemplate the following questions:

1. Growth measurability vs. durability

  • Opt to see one’s market potential over its current  or “near-term” growth measurability, so.. an example would be having the prescience to value a company for its projected future market cash flow rather than solely looking at x company’s present market cap.

2. What does a company with large cash flows far into the future have in regards to qualitative characteristics?

  • proprietary technology
  • network effects
  • economies of scale
  • branding

It would be interesting to see how this applies to my present company and other businesses of interest:

barneys

supreme

a-cold-wall

alpha

For instance, what are the network effects of cult brands such as Supreme and emerging brands like Alpha Industries and A-COLD-WALL?

What kind of proprietary “innovations”do creative houses boast and have helped them become the monopolies they are today within their respective markets?

How do creative businesses navigate the land of commerce and manage to thrive when one quality exists in the midst of a dearth in others?

Bises,

Soo