I have been taking @DaffyGiving for the paces the last few weeks and am rather enjoying it, if anyone is looking for a low-ceremony way to make their charitable giving a bit more effective.
Got clued onto this product category when running VaccinateCA, on other side of table.
They’re called Donor Advised Funds (DAFs) and the granddaddy in the category is Fidelity Charitable, which several of our donors used. DAFs are typically used for tax planning purposes by very wealthy donors, but can be used by anyone.
Daffy is the modern fintech take on them.
The core benefit to the traditional user is that it decouples when you make tax-deductible contributions and when you figure out which charity gets them, so they can be in different years w/o hurting your tax positioning.
Most users in tech use them to donate appreciated stock they got through founding or employing a company, which is incredibly efficient from a tax perspective, particularly if you live in a high-tax state.
As a taxpayer in Japan there is no benefit to me from charitable giving to U.S. charities, but I like Daffy simply because it simplifies payment administration. Have them draw from bank periodically, approximately 3 taps and a number to have a check sent to whichever charity.
(Notably less efficient if your charity is not in the large databases, which will mostly miss churches specifically. You can still send to them; requires a presumably one time support ticket.)
A general feature of DAFs that you may find useful: you can choose to share your name with the charity or not.
I have reasons to prefer anonymous giving and was wondering if I’d have to convince a bank to do me a favor; turns out it is in fact extremely easy (via a DAF).
“What favor were you going to ask the bank for?”
I assumed that I could sweet talk a banker into issuing a bank check and mailing it for me, responding to any non-government inquiry with “It was from a client who wishes to remain anonymous.”
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Idle thought: one thing I think we'll see more of in coming years is software-mediated revenue management in many more industries than it traditionally happens in.
(This is the practice of dynamically adjusting prices offered to various customers; think hotels/airlines.)
For example, many service providers have an inventory management problem. My father once memorably described it as "Like fishing: sell it or smell it."
You've got N slots. Slots renew, but a particular day's slots are perishable.
Those slots are not equally valuable and they're not statically valuable, but for operational and other reasons they're generally priced identically.
That... does not need to be a law of nature, particularly if you can quote prices dynamically during booking.
In honor of Giving Tuesday, a brief meditation on three topics you probably wouldn't usually connect:
* charitable donations
* the supply chain for credit card fraud
* global financial infrastructure
Credit card fraudsters have an extremely sophisticated, professionalized ecosystem which has dedicated infrastructure, social rituals, and market expectations. There are even quality control departments which compete on responsiveness.
Most stolen cards are sold into this market, rather than being used by the thief/hacker directly; this enables specialization of labor. The market has quality standards, enforced by starred reviews and defined dispute resolution practices, to ensure product quality.
A brilliant little SaaS company which a) sells backups but more interestingly b) did the crufty annoying work of writing the ~100 backup scripts that the typical developer would need.
This was, back in the day, one of the major product improvements I suggested for Tarsnap.
After you’re the natural place for geek backups, use that surplus of brainpower applied to the problem to put much more thought into e.g. WordPress backups than a consultant would.
(I still use and love Tarsnap for the security guarantees, but I’d love it even more if I could confidently claim it actually covered all the data I care about right now.)
I hate that this is true, but instrumentally useful: if you ever experience the symptom “I tried to get in contact with a firm but no human will talk to me” your best bet is stop following the obvious process and start cold emailing people arbitrarily high up ladder (tech) or…
… groups which by their nature need to have an open inbox and who are failing if they optimize for resolution speed over resolution accuracy (Legal, Compliance, Investor Relations, etc).
This is a) downstream of a business decision to fob certain customers off at scale and b) functions as a class competence check because firm institutionally assumes that if you’re important enough to talk to you know this w/o needing it explained to you.
In central Tokyo unexpectedly (the pandemic has cut down on seeing the city, sadly) and was struck by two beautiful things so I thought I’d share:
I passed the HQ of my friendly neighborhood logistics firm. It is in very, very expensive real estate.
The first floor has a public accessible customer service counter in case you want to e.g. give them a package.
This is operationally inefficient, but I love it as a statement piece:
All the execs, salesmen, accountants, etc pass drivers and customers on the way up to work every day, and they’re reminded that nothing elsewhere in the building is more important than accepting packages.
The piece about the startup working environment currently making the rounds includes several anecdotes of good startup management, e.g. clearly communicating expectations and management intervention with employees who were clearly pushing themselves in an unsustainable fashion.
I’m not linking to it because it’s a non-story. You get all the signal from the phrase “Startups can sometimes be intense work environments. Here’s a startup.”
In the middle there are some anecdotes to support the indictment the author is attempting to make of the culture, e.g. someone was working during their wife’s labor until senior execs stepped in and told them to please log off.