David Hauser ✓
@dh · Las Vegas · joined 29 Dec 2006
Built Grasshopper (sold it), co-founded Chargify, founded Vanilla. Scaling companies @Durable. Wrote a book, invested in 100+ startups. Into health, not hustle.
140 347Followers
1 532Following
6 439Posts total
84.5KViews on collected posts
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@dh Crazy, I was him in some American history wax museum as a child. I probably would have done the same regardless of desperation but with not much care towards our imaginary point system. Maybe I am weird, but even prior to LSD money was just a construct. I am a huge fan of tho
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Follow @dh for more stories about how money actually moves in business.
Join 15,000+ entrepreneurs at https://t.co/8kOw96kRfX for weekly insights on business, finance, and strategy.
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Key Takeaway:
Paying people more can be strategic.
But only when productivity and profit can sustain it.
Ford could afford $5 a day because the assembly line made each worker dramatically more productive.
That technological leverage helped build the modern middle class.
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Economists later called this “efficiency wage theory.”
Pay above market rate.
Get:
• Better morale
• Lower turnover
• Higher productivity
• Fewer hiring costs
• Stronger culture
The wage becomes a moat.
Ford figured it out through trial and error.
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Here’s the real lesson.
Most companies think:
Lower wages = lower costs.
Ford discovered something sharper:
Lower turnover = lower costs.
And sometimes the fastest way to reduce turnover…
Is to pay people more than the market expects. https://t.co/oDPSDZNSyn
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1:42
This does not mean Ford was a saint.
He crushed unions.
He later dismantled the sociological program when it became too expensive.
He was building efficiency, not utopia.
But sometimes solving a narrow business problem triggers a broad economic shift (Good or Bad). https://t.c
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When workers earned stable, meaningful wages, they could:
• Save money
• Own homes
• Buy goods
• Participate in the economy
They became more than labor.
They became consumers.
That feedback loop — wages → spending → demand → scale — defined the 20th century. https://t.co/KeL3r
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Here’s the myth some people still believe:
Ford raised wages so workers could buy his cars.
Nice story. But the math is obviously weak.
Even if every worker bought a car, it wouldn’t have transformed sales.
This was never charity.
It was labor control.
But it still had great
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Competitors mocked Ford.
They called him reckless.
Then they quietly raised wages too.
The eight-hour day gained momentum.
Industrial pay standards shifted.
One company had just reset expectations across an entire labor market. https://t.co/DvC5nv0JUu
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0:50
Between 1914 and 1916, profits roughly doubled.
Car production surged past 300,000 units in 1914.
By 1915, over 500,000 Model Ts were sold.
The “crazy” wage hike?
Ford later called it "one of the best cost-cutting moves he ever made".
Let that sink in. https://t.co/quafDCWctw
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The reaction was immediate.
Around 10,000 men showed up at the factory gates the next day.
Police are even called to control the crowd.
Within a year:
Turnover fell from ~370% to ~16%.
Absenteeism dropped.
Productivity surged.
The line stabilized.
And Ford's profits rose. ht
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Ford created a “Sociological Department.”
Inspectors visit workers’ homes and check for:
• Sobriety
• Cleanliness
• “Proper” family life
• Thrift
If you pass, you get the bonus.
If not? You get six months to fix it — or you’re fired.
Generous?
Yes.
But also intrusive. https
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So Ford did something counterintuitive:
He raised wages. Dramatically
But the $5 wasn't pure wages.
Base pay stayed around $2.34.
The rest was profit-sharing — conditional.
To qualify, workers had to meet strict lifestyle standards. https://t.co/srQJYjaasI
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2:20
Workers hated it.
Turnover hit around 370%.
To keep 14,000 workers, Ford had to hire over 50,000 in a year.
Every quit meant:
• Production stops
• New training
• Lost output
• Rising costs
The machines were optimized.
Humans weren’t.
And that mismatch was expensive.
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First, let's rewind.
In 1913, Ford introduced the moving assembly line to build the Model T.
Production time dropped from 12+ hours… to 93 minutes!
Output exploded.
Efficiency soared.
But there was just one issue...
The jobs became brutally repetitive. https://t.co/f32bisW6Y
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On January 5, 1914, the Ford Motor Company made a shocking announcement:
Workers would earn $5 a day for an 8-hour shift.
For context:
Factory workers then were making about $2.25–$2.50 for a 9-hour shift.
Ford cuts the day to 8 hours…
And then doubles the pay.
The business h
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2:08
In 1914, Henry Ford made the most “irrational” business decision in America.
He doubled wages.
Cut hours.
Paid factory workers more than anyone else.
People thought it was generosity.
It was desperation.
And it changed the American economy forever. https://t.co/KF7s68xCQt
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Soda isn’t worth shit.
Anyone can make it.
Yet one company turned a fizzy drink into a $340 BILLION empire.
And they didn’t do it by making it taste better.
Here’s how Coca-Cola became worth more than most countries’ GDP. https://t.co/NXhn8K5POF
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Everyone says monopolies kill innovation.
That’s the lazy answer.
Because one monopoly built the digital world you’re using right now.
In 1947, it created something that powers every phone, computer, and server on Earth.
Yeah. The internet started with a monopoly. https://t.c
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Your boss cuts your salary by 25%.
You’re furious.
But you still have to pay him… to live in your own house.
Because he owns the house.
The store. The water. The entire town.
That actually happened in America.
Welcome to Pullman, Illinois. https://t.co/vWIm4Y98GK
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Follow @dh for more stories about how money actually moves in business.
Join 15,000+ entrepreneurs at https://t.co/8kOw96kRfX for weekly insights on business, finance, and strategy.
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The big lesson is not about making waiting fun.
It is about shaping how people experience a problem.
If you can shape the experience, you can turn the problem into profit.
Next time you are in a long line, ask yourself whether it is inefficiency.
Or whether it is engineered.
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This model now exists everywhere.
Uber’s "finding your driver" animation creates a progress illusion.
Restaurant buzzers create managed anticipation.
Apple Store appointments create structured scarcity. https://t.co/nYaZlNieMF
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GIF
If Disney dramatically reduced wait times, fewer people would feel urgency to pay for Genie+.
Shorter lines could mean less premium revenue.
When the solution makes billions, fixing the root problem becomes less attractive.
That is incentive design. https://t.co/O5BQdNmMqd
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In 2024, Individual Lightning Lanes cost $15 to $25 per ride.
In 2023 alone, paid line-skipping generated $2.8 billion.
What used to be a free perk became a paid upgrade.
The queue became monetized friction.
Here is the economic tension. https://t.co/MvKlGtxIxe
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0:14
It helped distribute crowds.
It improved the experience.
It generated no direct revenue.
Over time, that changed.
In the 2010s, FastPass+ remained free but became more limited.
In 2021, Genie+ launched at $15 to $35 per day. https://t.co/1WC15hwsUM
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That illusion reduces abandonment.
People rarely quit lines they believe are almost over.
So far, this is clever design.
But here is where it becomes a business strategy.
In the early 2000s, Disney launched FastPass, which was free line skipping. https://t.co/4f4nYLdlG6
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But it produces a different emotional outcome.
Now look at the physical layout.
Disney uses tight switchbacks and curved lines.
You only see 10 to 20 people ahead of you at any moment.
Not the 200 actually in front.
Your brain thinks you are close.
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That changes how your brain processes the delay.
Then there is the perception trick.
If the real wait is 45 minutes, the sign might say 60.
You board early.
You feel like you won.
That small expectation gap creates relief and satisfaction.
It's the same wait. https://t.co/G
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Seven Dwarfs Mine Train has you sorting gems.
Indiana Jones has you decoding temple clues.
Flight of Passage has you walking through a glowing alien forest.
You’re not staring at a wall.
You’re inside a story.
The line becomes Act 1. https://t.co/hAUIWFRejT
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0:22
Growth & engagement
How the posts we collected actually performed: views and reaction rate post by post, what the audience did with them, and where the follower count goes.
Views per post
39513 Mar
380
364
364
343
288
297
259
245
198
165
1.5K
982
125 May
Last 14 collected posts, oldest on the left. The scale is logarithmic: one post can outrun the rest a hundred times over.
Engagement rate per post
0.51%13 Mar
0.53%
0.82%
0.55%
0.87%
0.69%
0.67%
0.77%
0.82%
1.52%
1.82%
0.26%
0.20%
100.00%25 May
Reactions — likes, reposts, replies and quotes — divided by views.
What the audience does
Likes57.6%291 in total
Reposts15.6%79 in total
Replies6.9%35 in total
Bookmarks19.8%100 in total
Share of every reaction we collected for this account. Replies mean argument, reposts mean endorsement, bookmarks mean the post was worth keeping.
The follower curve appears once this account has two daily snapshots — we take one a day, and this one is on its first.
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