Read widely. Think slowly.
Not summaries. Reading notes — frameworks extracted, challenges noted, and the ideas tested against fourteen years of working decisions. Books on systems, behaviour, history, and strategy.
Read once. Keep it forever.
Six books rebuilt as interactive pages — the core framework drawn as a diagram, an apply-this-week checklist, and flip-card recall. Each opens as its own illustrated page.
Atomic Habits
James Clear · 2018The habit loop, drawn — and why 1% compounds.
open the summary →wealth · judgmentThe Almanack of Naval Ravikant
Eric Jorgenson · 2020The wealth pyramid — leverage without renting out time.
open the summary →mental models · judgmentSeeking Wisdom
Peter Bevelin · 2003Why we misjudge, and the latticework that corrects it.
open the summary →operations · theory of constraintsThe Goal
Eliyahu M. Goldratt · 1984Find the constraint — then subordinate everything else to it.
open the summary →mental models · judgmentPoor Charlie's Almanack
Charles T. Munger · 2005A latticework of models — inversion, competence, incentives.
open the summary →systems thinking · judgmentThinking in Systems
Donella H. Meadows · 2008Stocks, flows, feedback loops — and twelve leverage points.
open the summary →The note worth your 8 minutes.
Why Thinking, Fast and Slow changed how we understand decisions
Kahneman's masterpiece revealed two systems governing our minds. A decade later, some chapters haven't survived — but the central thesis is stronger than ever.
Book notes.
- 01Antifragile by Nassim Taleb: what it gets right, what it missesSHORT · 9 MINMAY2026
- 02Antifragile explains supply chain risk better than any supply chain bookSHORT · 2 MINMAY2026
- 03Andy Grove's High Output Management, re-read at 40SHORT · 8 MINAPR2026
- 04The best management book is from 1983 and most managers haven't read itSHORT · 2 MINAPR2026
- 05Why Thinking, Fast and Slow changed how we understand decisionsSHORT · 8 MINMAR2026
- 06Ray Dalio's Principles, six years later. What survived.SHORT · 7 MINFEB2026
Books is the marginalia of a publication that reads to think, not to finish. Not summaries — each note unpacks one book's core idea and tests it against real decisions. Practitioner reading, applied: which idea changed something operational, and how.