Carta da Parceria de Investimentos — 2020

Caros parceiros,

o retorno da nossa parceria em 2020 foi de -9,23%. A cota encerrou o ano a R$1,565040992.

Nossa parceria ficou 12,15 pontos percentuais aquém do índice Bovespa, que subiu 2,92% no ano.

AnoNossa ParceriaIbovespa
201729,44%26,86%
201811,51%15,03%
201959,25%31,58%
2020-9,23%2,92%
Acumulado108,64%97,62%

Nossos ativos sob administração cresceram 116,62% no ano. Dois fatores contribuíram para este crescimento: a confiança de todos os parceiros, mantendo as posições e em alguns casos com aportes quando os preços das empresas atingiram níveis muito convidativos, e a posterior subida destes níveis. A cada carta relembro vocês de que toda a minha poupança vai para a nossa parceria. O princípio: objetivos compartilhados e a certeza de que estou cuidando da parceria com o mesmo zelo com que cuido do futuro da minha família.

Mesmo concordando que o tamanho puro e simples do total investido não necessariamente traz um benefício direto a cada um de nós parceiros, acredito que a partir de certo tamanho ele vai ser uma vantagem para todos: quando tivermos uma parceria grande o suficiente para que eu possa me dedicar a ela em tempo integral. Penso que o fatores primordiais para o nosso sucesso a longo prazo são temperamento e paciência. Tempo e disponibilidade para estudar as oportunidades podem fazer a diferença também. Estou trabalhando bastante para isso: ao longo de 2020, e mesmo já em 2019, me preparei para obter a certificação CGA da Anbima. Estou confiante em obtê-la em 2021, e com ela iniciar o processo de formalização da parceria.

No ínicio de 2020 nosso portfolio tinha Cyrela, Hering, Cielo, Metisa e Metalúrgica Gerdau. As proporções eram parecidas, com a exceção da Metisa, bem menor. A parceria estava toda investida, ou seja, não carregamos para o ano quase nada em dinheiro ou equivalente. Mesmo em janeiro de 2020, após alguns anos de subidas de preço, se viam oportunidades de compra. Seis meses mais tarde, o modo como iniciamos o ano parecia muito pouco inteligente: a epidemia de Covid havia derrubado o preço da grande maioria das empresas no Brasil e no mundo, e as cotações do nosso portfolio chegaram a cair mais de 40%. Esta alocação total em ações abre com chave de ouro a lista de erros que cometi em 2020.

Ao longo do ano, das posições iniciais, nos desfizemos apenas da Metisa. Continuo admirando a empresa e seus gestores. No entanto, a posição havia ficado pequena e a empresa há alguns anos não vinha mostrando planos de crescer. Anotem aí outro erro meu: a cotação da Metisa quase dobrou desde a nossa venda, subindo mais que o nosso portfolio no mesmo período.

Com a deflagração da pandemia, praticamente todas as ações do mundo caíram muito de preço, ao menos durante dois ou três meses. Quase todos os novos aportes à parceria foram usados para aumentar as posições nas empresas que já tínhamos. Continuamos olhando não um, mas 10 anos ou mais para o futuro. Reconheço que com isso deixamos passar algumas ideias oportunísticas, como e-commerce. Ao mesmo tempo, sigo muito confiante nas nossas empresas e nas pessoas que cuidam delas todos os dias.

Cada ano é, à sua maneira, peculiar. Mas 2020 conseguiu ser bem mais peculiar do que a média. Junto com a angústia e sofrimento de tantos pelo bem-estar de entes queridos e do mundo como um todo, testemunhamos uma manifestação, esta bem típica, da psicologia coletiva sobre os preços de empresas. Foi um momento propício a se tomar algum risco.

Encontramos duas empresas expurgando lideranças questionáveis e passando por crises duríssimas e, creio eu, transponíveis: a CVC e a IRB Brasil. A CVC é a conhecida empresa de viagens. A IRB Brasil é a maior empresa de resseguros do país, que fez seu IPO há poucos anos carregando números problemáticos em seus balanços recentes. Empresas bastante diferentes entre si, com problemas sérios, e que tinham visto suas cotações caírem entre 80% e 90% dos picos recentes. Nesse nível já nos pareceu uma queda exagerada demais. Tão importante quanto, pudemos ver trocas nas lideranças principais, que nos deixavam relativamente otimistas para o futuro. Adquirimos participações bem pequenas nas duas, de mais ou menos 5 e 3% do portfolio em cada, com um caráter especulativo. Aí talvez tenhamos errado novamente, porque ambas as empresas subiram bastante de preço desde então. Neste caso estou em paz com a decisão de limitar bastante nossos movimentos especulativos.

Readquirimos uma pequena participação na Trisul, empresa de construção de imóveis. Talvez vocês se lembrem que nos desfizemos da Trisul em 2019. Naquele momento ela havia subido bastante de preço, e numa oferta secundária, a empresa havia vendido novas ações. Com a pandemia, as cotações da Trisul caíram muito, e aí passamos a ter uma empresa com todo o caixa que ela havia levantado vendendo as ações, e as ações agora muito mais baratas. Até o momento essa decisão se mostrou moderadamente acertada para a nossa parceria.

Adquirimos outra pequena participação na Mahler Metal Leve. A Mahler fabrica peças para automóveis e mobilidade de uma forma geral. É o tipo da empresa sólida, com ótimo balanço mas que não era vendida a um preço convidativo. Em 2020 ela entrou em níveis convidativos. Até o momento a Mahler representa uma porção bem pequena do portfolio.

Encerramos o ano com participações que esperamos que durem bastante, em empresas que já estavam conosco, mais uma mini-carteira de pequenas participações que, juntas, equivalem mais ou menos à participação em uma das empresas de mais longa data. São oito empresas no total. Considero mais provável terminarmos 2021 com 6 empresas na carteira do que 8 empresas, sempre com a filosofia de estudar bastante e depois focar os recursos nas nossas melhores ideias de longo prazo.

Desejo um novo ano com muita saúde e felicidade para vocês, suas famílias e amigos.

My Year in: Tech

I started out 2020 taking my first relatively prolonged vacations of the last 15 years or so: 3 weeks. Coming out of the first year of my twin children, the break was welcome.

To recap, I was working at Toptal’s core and had just finished recruiting a new team, having hired 3 new front-end engineers. I put myself in contention for a promotion to Engineering Manager. At Toptal this was a rarefied position. The company was about 600 or 700 people and only 4 EMs existed. They were opening 4 new spots. I was looking for a step forward, not necessarily associated with a title.

Almost parallel to that, a former colleague tweeted that his company, Circuit, was looking for people. I really love this guy, Filipe Alvarenga, so any company he’s working for must have virtues. I met Jack Underwood, one of Circuit’s founders and its CEO. I felt good about him and the company. It helped that Jack publishes monthly letters to the public about how the company is doing, and they seemed very candid.

Circuit provides technological infrastructure for last-mile deliveries. Think managing your daily routes if you are an individual driver, and also doing that in a team of dozens of drivers.

I was hired at the Team Lead level, same as I had been at Toptal. The idea was to expand the front-end headcount at Circuit and create a React team. When I joined, in the second half of March, the world had just been turned upside down by Covid. All plans at the company changed very quickly: despite the immense negatives of the pandemic, Circuit was in a position to help things and grow significantly, as deliveries exploded everywhere.

I operated as an engineer for the rest of the year. In my first 2 or 3 weeks I wrote an application where recipients of deliveries could track their shipments. It was relatively simple, and got shipped quite smoothly. That was the first application written in React at Circuit.

The company’s focus had shifted to really serving teams of drivers. It’s a natural progression from individual drivers, to teams, and eventually to enterprise.

Our back-end uses Firestore, a serverless product from Google, and there was work to do there after completing the recipient application. I shipped or helped ship several of these cloud functions, both for external and internal use. What was missing in our backend were tests. A colleague had just started writing unit tests in the repo. I spent weeks of off-time trying to learn how to properly test back-end functions in Firestore. The documentation is not helpful and I could not find good materials. So I pieced out the knowledge, tried things, and eventually got one version to work, then we all improved on it. I think this was our main achievement of the year, technically. Soon the tests spread out in the app, all colleagues were writing tests, and I believe we got a much more productive rest of the year with the benefits of serious test coverage.

After some work converting our internal admin panel to React, we took on the rewrite of SpeedyRoute.com, also in React. SpeedyRoute is an acquisition made by Circuit some time ago, originally written in CoffeeScript. We completely rewrote it in React, and now the UI looks a bit more contemporary too. Around then the decision was made to convert all our web applications to React, and to start the new ones in React as well, phasing out Ember.js.

At this point, we were in the last quarter of 2020 and we were ready to go back to the original plan for my joining Circuit. Jack invited me to lead the recruiting of 4 front-end engineers. It was great to be back doing interpersonal-focused work. The internal recommendations of engineers were very strong and this helped the process move quite quickly. We now have 3 hires and may close out the 4th soon.

The newcomers will start in the first few weeks of January, and we will spawn a team to rewrite our most important web client, Circuit for Teams.

The year was challenging, of course, but at work it did not feel proportional to a global pandemic. The culture at Circuit is driven but very balanced, the founders are sensible, very intelligent, and rational. They are always present, designing and coding along, so it feels they get a much more realistic sense of how things are progressing than if they were only doing management. And because they are working with everyone, it is just natural that we can talk frequently and issues get resolved quickly.

The company more than tripled its annual recurring revenue from US$3M to just over US$10M this year. There were next to no major bugs or incidents, and a lot got done during the year. Interactions with everyone were unfailingly pleasant and constructive.

I was the 8th person in the company when I joined, we are now 12 and, with the new team, will be at least 16 in the first quarter of 2021. It will be fun to help grow the company, help keep the good things that can be kept of the current structure, and also help add good things for it to scale nicely. We have reasons to be optimistic that Circuit will accomplish this.

My Year in: Books

My reading year was as strange as this year was.

In 2020 I finished 38 books. For the first time the majority of the books I consumed was in audio form: 22 audiobooks. None of them was in languages I have been studying, like Italian, German or Russian.

The most meaningful books of the year for me were books I have not finished yet. I have been reading Goethe’s Italian Journey in German since 2017, at a snail’s pace. That’s because all the German I know I am learning in this very book. For a few months, in the first half so far of the pandemic, I read a good few dozen pages of the book. Goethe’s still in Venice in my reading, which means that at this rate it’s a coin toss whether I will finish the book or die first. But it’s been a wonderful read, and coming into contact with a new language is magical, we see hidden structures of humanness reveal themselves in very touching ways.

In early March I went to Portugal once again after some 15 years. The country felt a lot happier now. I bought a copy of Os Lusíadas by Luís de Camões with the original text from 1572. Os Lusíadas is probably the most famous book in the Portuguese language of all time, and its title plays off the Iliad. As the pandemic shut the world down just about a week after this trip to Portugal, I slowly read about a third of Os Lusíadas. The book is as dense with references as can be, each verse carries one or more allusions to mythology and Portuguese history. There are books that help navigate Os Lusíadas, and I followed one of those. It helped a lot. This effort felt worthwhile — it’s so beautiful to witness our native language at a different state, and at the highest level. I feel no big hurry to finish this book.

Another important book I read some of, at no hurry, and haven’t yet finished, is Lacan’s Seminar number 3: The Psychoses. I have no special interest in psychoses, I just tried to follow the numbering of the books as I’ve already read the first two. It is a challenging read for me in the original manuscript, in French. But when it hits you it hits you hard.

There came a point in the pandemic when all these serious reads felt like too much. It became clear I needed to exercise more after several months stuck inside. I took to my bycicle and, when riding in the mountains, listening to audiobooks took over completely. Almost all of these were forgettable, entertainment material, many were about cycling feats which yielded only-passable literature.

Of the books I finished in 2020, I mention Psychoanalytic Listening — Methods, Limits and Innovations by Salman Akhtar as the most memorable. The topic of high-level listening interests me a lot these days. Salman Akhtar does a great job of breaking down and explaining the most fundamental act of a psychoanalyst. I feel this book is applicable outside psychoanalysis and, if you undergo phychoanalysis, even more so.

These were the books I read this year. Please friend me on Goodreads if you’d like.

TDD with Firestore functions emulator

Having spent time running tests inside and outside Firestore’s emulator, I learned that using the emulator is more than 50% faster.

Here is the latest flow we are using at Circuit. If you know of a simpler way, please let me know at gus [at] getcircuit [dot] com.

Basic version

firebase emulators:exec --only firestore 'jest'

You can replace jest with the runner of your choice.

Abstract the emulator call

Install scripty:

yarn add scripty

Add an entry to package.json:

{
  …
  "scripts": {
    …
    "test": "scripty"
  }
  …
}

Create a directory called scripts in the root of your project.

Create a file with path and name scripts/test:

#!/usr/bin/env sh

str="$*"
firebase emulators:exec --only firestore "yarn jest $str"

Allow computer to run this file:

chmod 644 scripts/test

Now you can run yarn test and add anything you would add to the command, like yarn test --watch, yarn test /path/to/test.file.

Enable connecting with a browser’s debugger

Add an entry to package.json:

{
  …
  "scripts": {
    …
    "debug": "scripty"
  }
  …
}

Create a file with path and name script/debug:

#!/usr/bin/env sh

str="$*"
firebase emulators:exec --only firestore "node --inspect node_modules/.bin/jest --watch --runInBand $str"

Allow computer to run this file:

chmod 644 scripts/debug

Add debugger to any line of your Firestore code.

Run yarn debug — you can also pass a filename to focus on it right away.

Open your browers’s developer tools.

Click on the green cube (Node’s logo):

This will open the debugger and you’re ready to step debug your code.

Simple tips for applying for a new development job

For several years, recruiting has been a part of my job in software. A few times I’ve been on the other side, looking for a job myself.

There are many low-hanging-fruit-type tips that can really make a difference when we look for a job. By making mistakes myself, seeing them made while recruiting, and by talking to colleagues, it’s now possible for me to list a few. Some may seem obvious to you — if you haven’t yet recruited, you’re in for a surprise over how common they are, and how much they affect the chances of someone getting a great job.

Learn about the company first

Before starting your application, spend no less than an hour attentively studying the company. Go to YouTube, try to watch videos involving top leadership. Read articles and learn about the people there.

Apply only to companies you care about

If you are in full application mode, apply to no more than 3 companies per day. Ideally 1 company.

If the company’s purpose doesn’t resonate with you, recognize the fact and move on.

Look at companies’ careers pages

Several companies, often the best ones, don’t advertise open jobs. They have their own careers pages and, relying on their reputations, will wait for applications.

For people who like to work remotely, Remotive’s company list has been helpful to a few people I know: https://remotive.io/remote-companies.

Don’t wait to apply

Once you’ve learned about a company and feel enthusiastic about it, apply immediately. In the global development market, good companies receive hundreds of applications on the first day or two after they post a job.

Apply to many jobs

While not applying to just any open job, do apply to as many of them as you truly like. Statistically, odds are low that you will be called for one given opportunity.

Start early

If I am suggesting you do not apply to too many positions each day, but to apply to many positions, by consequence I am suggesting you start early in your job search. Maybe practicing going through recruiting processes even before you need or want to do it can be ideal.

No spelling or grammar errors

Make it perfect in the language the company operates in. Pay someone, or a service, if needed. Great companies will quickly screen out applications that have language mistakes. By writing minimally well, expect to go to the top 10% of all applications.

Add a Github link to your CV

This is a huge differential. Prefer Gitlab or Bitbucket? Great, use your favorite. Don’t have public repos? Add repos of things you study, it’s perfectly fine. Make sure you add very good READMEs enabling visitors to run and test your repos.

Nothing like relationships

All the above may not be necessary if you have good relationships with former colleagues. You may be sought out before you need to look for a job. For this to happen, it is not enough to be very proficient at the technical part, people have to like spending time with you.

Git basics while typing less

Very short git commands

As computer programmers evolve in their craft, they increasingly identify repetitive tasks at all levels. One of the most basic levels is typing on the keyboard. Some programmers choose to invest effort and minimize typing. I am one of those people.

Git commands are among the ones I use the most, as listed in decreasing order with the number of times for each:

1241 gc
637 gco
583 v
419 git
373 cd
368 rm
316 mv
302 yarn
299 gb
247 gto
215 ga
213 c
191 gst
160
136 bundle
124 ©
115 mkdir
114 cp
106 npm
106 gt

If you’d like to see yours, you can run the following on the terminal: history | awk 'BEGIN {FS="[ \t]+|\|"} {print $3}' | sort | uniq -c | sort -nr | head -n 20

Please note that the number 20 at the end is the number of results to retrieve.

Back to my own history, you can see that:

  1. I use a lot of aliases
  2. Most of them are git-related, and that’s why they start with a g; gc is git commit, gco is git checkout and so on.

Recently I have taken this to the extreme, and so far the results have been excellent. Below are the commands I am able to run:

c (git commit or git commit -m, depending on the args passed)

p (git push)

a. (git add .)

b (git checkout -b)

The c function works for the following cases:

  1. c (will open the text editor for a long commit message)
  2. c “Your commit message” (acts as an alias for git commit -m
  3. c Your commit message (the one I love as you just type c plus the message, and it works)

While p and a. are calls with no args, with b you must simply add a branch name.

These are extremely simple improvements to the flow, and together with many others that I created or that I use from libraries, they make the path from brain to computer shorter and more pleasant.

To see how these are implemented, please visit this gist: https://gist.github.com/gusaiani/70736c970c2b2d4020006eb7dd31bc40

The commands in the gist which are not defined in this file come from oh-my-zsh plugins.

Carta da Parceria de Investimentos — 2019

Caros parceiros,

o retorno da nossa parceria em 2019 foi de 59,25%. A cota encerrou o ano a R$1,72409133324.

Nossa parceria superou o índice Bovespa, que subiu 31,58% no ano, em 26,67 pontos percentuais.

Ano Nosso Fundo Ibovespa
2017 29,44% 26,86%
2018 11,51% 15,03%
2019 59,25% 31,58%
Acumulado 129,86% 92,01%

Nossos ativos sob administração cresceram 183,40% no ano. Como vou lembrá-los a cada carta, toda a minha poupança vai para a parceria. O princípio é simples e o mesmo de sempre: objetivos compartilhados e a certeza de que estou cuidando da parceria com o mesmo zelo com que cuido do futuro da minha família.

Começamos o ano com 6 empresas no portfólio: Cyrela, Trisul, Hering, Metisa, Tarpon e Cielo. Na carta aos parceiros do ano passado eu compartilhei que a permanência da Tarpon em nossa carteira era uma dúvida. A própria empresa retirou suas ações da bolsa este ano.

Outra empresa que não está mais em nossa carteira é a Trisul, desta vez por bons motivos: suas ações mais do que quadruplicaram de preço em pouco mais de um ano. A empresa emitiu também novas ações em 2019. Com tudo isso, o preço da empresa, ao menos até onde consigo enxergar, deixou de ter uma margem de segurança suficiente para o futuro.

O setor imobiliário mudou de perspectiva com os juros em queda. Nossa alocação de quase 35% da carteira na Cyrela e na Trisul, quando começamos 2019, deu resultados muito bons e rápidos — a Cyrela quase dobrou de preço no ano, mais dividendos.

Ao longo do ano acrescentamos à nossa participação na Cielo, e hoje ela é um terço do nosso portfolio. Foi um ano marcado pela ida de concorrentes como a Stone Pagamentos ao mercado de capitais, esta com o glamour a mais de ter sido via Nasdaq. O mercado de meios de pagamentos deixou mesmo de ser um monopólio da Cielo e é agora um oligopólio. Nos últimos 4 anos a Cielo perdeu mais de 70% de seu valor de mercado, mesmo atendendo o país inteiro, tendo grandes clientes e muitos anos em atividade. Acredito que a Cielo passou boa parte do ano de 2019 custando menos do que vale.

A única empresa nova em nosso portfólio este ano foi a Metalúrgica Gerdau. A Gerdau que todos conhecemos é subsidiária da Metalúrgica Gerdau. Ambas têm um balanço saudável e bons fluxos de caixa a preços ainda hoje convidativos.

Em um ano de resultado tão bom para a parceria, é mais fácil lembrá-los de que um ano é muito pouco tempo para julgar uma iniciativa de investimento. Nosso portfólio é concentrado e pode oscilar bastante. Blocos de 5 anos são bons mínimos para avaliar. E um referencial exigente de comparação é o Índice Bovespa.

O retorno acumulado nos 3 anos de existência da nossa parceria, líquido de taxas de performance, foi de 101%, superando em 8,99 pontos percentuais os 92,01% acumulados pelo Ibovespa no mesmo período.

O ano de 2019, e isso é algo muito raro, não revelou nenhum grande erro. É claro que, quando uma empresa mais do que quadruplica de preço em tão pouco tempo como foi o caso da Trisul, desejamos ter alocado 100% da carteira nela e não 5 ou 10%. Não precisamos acertar tudo para ir bem, e é certo de que esta seção das cartas da parceria logo voltará a trazer meus erros e, com eles, mais aprendizados.

Desejo um 2020 maravilhoso para você e seus familiares.

Abraços,

Gustavo

My Year in: Tech

I started the year of 2019 as a front-end developer at Toptal’s core team. Just a few days later, I was invited to be Team Lead for a brand new team.

My emphasis turned, again, to working with people. That was a delight and I fully embraced the opportunity to help build a team. We had a few company veterans enlisted to start the new team, all of whom I had not worked with before, and we needed to hire two more front-end engineers.

The first recruitment process was for an excellent React engineer. It was done very deliberately and unhurriedly, to make sure we raised the overall level of the team on the React stack. It took us a little over 2 months until we found a great guy, who has contributed a lot this year.

The second engineer was a gift to us, as he was initially hired for another team. Happy to say he’s also doing tremendously well.

We quickly became a real team. It seems we did a few things that helped: communicating a lot, admitting mistakes and ignorance openly and quickly, and being real human beings.

One teammate brought along the Personal Questions call from his previous team. This call has a simple structure: one team member asks one or two questions, personal as the name says, to everyone on the team.

The questions are as simple as “What was the best trip you ever took?”, or “What is your favorite dish?”. It’s up to the team to let this call become just a little window on who they are, or a huge gateway to people’s souls. Yes, it’s possible to cry while listening to someone tell you about their favorite food once they tell you the story behind it. The bond I felt with the team was immense.

Dedicating at least one or two hours per week of each team member’s time to building rapport makes a big difference, particularly in new teams. Next year I will work to learn more ways of doing that.

I made my share of mistakes. The one that comes strongest to mind is about having patience before giving feedback to people you may like personally but don’t think are doing a good job — especially when they are not reporting to you. Convincing people to change is hard enough as it is, doing it without mutual trust and knowing their motivations is likely to backfire.

Another lesson I was reminded of by a mistake of mine is the “no surprises rule”. It’s often hard to know, in advance, how sensitive some task or decision may turn out to be. Next time something I do starts to deviate too much from what was agreed-upon, I should remember to share that early on, and avoid surprises, because the surprise itself may make people react negatively to something fundamentally desirable, or I may have the wrong assumptions or decisions and other points of view will help me see that.

I stayed with the team for a total of 9 months, we launched a good chunk of the new application we were developing, and then I was enlisted to start a new team from scratch: to recruit every single engineer, and help recruit designer and product manager.

It was painful to say goodbye to a team I loved so much.

Soon it was back to recruiting, this time a few weeks of full-time effort, and we are still at it. We seem to be close to hiring two people, and have one more front-end and one more QA person to bring onboard on the engineering side.

This recent team switch gave me time to study programming after a several-month hiatus. I am focusing on new React APIs, from Hooks to Context and Suspense, as well as testing, TypeScript and, soon, Apollo.

I did continue to study the Elixir language source, something I’ve done for maybe 3 years now. This year I did relatively little of it. I love Elixir just as much as always, and am thankful for having learned so much from its community.

I plan to go multi-team as soon as I have a chance, be it in an Engineering Manager or CTO role. Thus I dedicated more time than ever to reading about leadership, management and communication, often with a big emphasis on tech. Especially for people who are new to management, I recommend The Making of a Manager by Julie Zhou.

My Year in: Books

Any year in which you read Grande Sertão: Veredas is automatically excellent.

This year I read 32 books. I may have broken my record of rereads at 4. I continued reading in Italian, 2 books this year. Or should I start saying “consumed” books? Thirteen out of the 32 were audiobooks.

It may be hard for a non-Brazilian to understand what about Grande Sertão: Veredas makes it the best book of all time. It is probably as difficult as can be to translate. It is very hard to understand at first, even for solid, native readers. Suffice it to say that it is on par with the Iliad, the best Goethe or Shakespeare. Ranking works of art is nonsense. Still, Grande Sertão is number one for me.

If not for Grande Sertão, 2019 would have left a lot to be desired in terms of my reading. I am happy to put in a good word for Crucial Conversations, a book I listened to and immediately repeated. I seem to have reached that age when any meaningful personal growth is to do with interpersonal skills.

Crucial Conversations was one of several books I read around communication and management, the one big topic for me in 2019. It always feels like most of these books could have been fine as shorter blog posts, but you never know which ones should truly be books and I end up reading them whole. Also, a single good idea may easily be worth the dozen hours we spend on a given book, and that makes me think of The Culture Code, a serious candidate for a future reread as it may contain 2 or 3 really good ideas.

But then there is Grande Sertão: a book where every line, every phrase and word explodes with meaning, with angles on life, a love story to make Romeo and Juliet robotic and numb by comparison.

Maybe I’m ripe for some fiction after a long hiatus.

I log my reading, done or intended, on Goodreads. Please friend me there if you’d like and let’s find the next amazing book.