I also wrote for Jim Rickards, an advisor to the Pentagon and the CIA, and for a French presidential candidate — a figure whose name I must keep confidential now.

I quickly wanted to start my own business, because I had very little decision-making power inside such a large machine.


So I left…

And that’s when I met my next mentor.

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He is a 9-figure esoteric copywriter who had made his fortune in clairvoyance.
And there, I was trained to sell the kind of products that make you think: “Are people really buying this?”

Looking back, it’s almost funny — I realize I spent years playing business on hard mode: selling quantum audio tracks and other spiritual infoproducts.

Everything was in the story.

Overall, the front-end value was mediocre, even if many customers gave positive feedback — which, in reality, was mostly due to the post-sale listening and support.

After that, when you work on products that actually provide real benefits, everything changes.

Today, I apply the same Direct Response Copywriting Standards — but I produce these messages in a systematic and massive way, for products and people that I find interesting.

This is the foundational principle behind everything we do.

It’s the same when we work with you.
Your market has all the answers, so we iterate massively until we find your Product-Market Fit – Message-Market Fit – Distribution-Market Fit.


And we do it as fast as possible — because speed of iteration means speed of learning.

The goal is to compress time.
If you test one message per month, even with multiple angles and hooks, you move 30 times more slowly than if you test one message per day.

Information doesn't add up, it multiplies together, so the compound effect when you multiply by 30 per month is massive over 1 year, 5 years...

This obsession with time compression runs deep in how I work.

It’s part of who I am. That’s why I dropped out of school at 15.

I struggle mentally when things move slowly and when I know they could move faster.

It's not about rushing things, but about structuring the work differently to get it done as quickly as possible.

That’s the entire point of our system, and it’s exactly why it exists.

As I said earlier: I struggle mentally when things move slowly.
And that’s probably why, originally, I struggled to think long-term.
I used to believe that what really mattered was what I could get done tomorrow — not in ten years.

And in a way, it’s true.
What you do today creates the consequences you’ll feel next month, next year, five years from now.

But what creates real value — the kind that lasts — is the ability to anchor yourself in time.

Naval Ravikant talked about this better than I ever could.

I’ve always known that life is shaped over the long term — but it's hard to fully realize it, and even harder to apply it.

For years I tried to scrape a piece of the pie, now I want to make it bigger.

Long-term thinking hasn’t been part of my life for 50 years — it’s something recent.
And lately, I’ve been trying to make it real:
To take concrete actions that reflect it, and to bring more and more awareness to it.

I quit smoking, I started training again, I take better care of my health… I’m building long-term habits, long-term systems.

And Elpis Propaganda is the same.
It’s the part of my life I want to carry for 10 years.
It’s the first business I’ve built where I think:

“Who do I want to work with today — that I’ll still be working with in 2035?”

And I even hope to be able to see even further as I grow up more and more.

This principle isn’t just about companies or capital.
It’s about relationships.
I think long-term success comes from long-term people.

Why build a business that won’t exist in six months?
Why work with companies that will be dead in a year?
Why take short-term money if it kills long-term potential?

There’s another part of long-term thinking I haven’t mentioned yet — the personal one.

In the long run, what I want isn’t just to build a company.

I want to become a VC.

Not tomorrow — but when I’m 40 or 45.
That’s the life I want for myself: waking up every morning with 30, 40, 50 files on my desk, filled with founders who are smarter than me, more technical than me, more operational than me — people building things that actually push the world forward.

I’ve always loved that world — the world of ideas.
If I’m honest, I’ve always been a better thinker than an operator.
I can operate, but it’s not where I’m at my best.

Where I’m at my best is here: understanding systems, understanding people, seeing patterns, finding leverage, and helping others use them.

And that’s what I want later:

To use capital as a lever for vision — not just my vision, but theirs.

To create capital so I can give it to people who will build extraordinary things with it.
To help young founders who are getting started.
To help older founders who have less energy but have the wisdom of past life.
To place bets on ambition, intelligence, obsession.

To watch people do things I could never do myself — and be part of it without being the one executing.

That’s the long-term game I want to play... and that’s why Elpis Propaganda exists in the first place.

Elpis Propaganda is how I generate the capital, the knowledge, the leverage, and the compound relationships that make this long-term path possible.

This is the game I’m playing.
And I want people to understand it clearly:
The company I’m building today is the foundation for the capital I’ll deploy tomorrow — into founders who are better operators than I’ll ever be.

This is the long-term vision.
This is why I’m here.

I used to ask myself:
“How do I make $10,000 this month?”

Now I’m asking:
“What can I do today to achieve the best possible result in 10 years?”

And how to build relationships with people who share the same mindset — even if we don’t have a mutual interest to work together right now.

That’s why transparency is so important.

On a personal level, transparency has always come naturally to me — unlike long-term thinking, which I had to learn.

Even if it creates friction sometimes, I’ve always told the truth.

With employers, when I was bored or fully engaged.
With business partners, when things were working — or clearly not.
With affiliates or collaborators, I always gave them every piece of information I had.


Because I believe that if I give you all the facts, you can make the best decision for yourself.
And if you do the same, I can make the best decision for myself.
And that’s how we find the real mutual interest between us.

Hiding information might reduce tension short term, but I think transparency is the best way to build trust in the long term.

And in business — just like in life — I believe it’s the only way to make things work for real.

It means being transparent about your strengths — but just as much about your weaknesses.
Being able to say: 

It also protects people from false expectations.

Because we don’t hide performance, we don’t overpromise.

Of course, it doesn’t only bring upside — but I deeply believe it’s what creates the strongest compound effect over the long term.

Right now, we don’t own all our means of production — not yet.


We already have internal processes in place to create messages massively.

We also handle organic distribution in-house: we manage the editorial rhythm and publish across social media accounts ourselves.

On the creative side, we have the in-house capacity to produce basic images and videos.

But:

We don’t yet have a dedicated high-level creative team for advanced production.

We also don’t have a full media buying team working internally.

But in the long run, the goal is clear:
Build everything in-house.


The vision is to build a propaganda machine. 

That machine will not just serve companies, it will own a piece of them.
And as it accumulates ownership, it also accumulates data, processes, people, and insight — all shared across projects.

Because when one system owns a piece of multiple companies, it can see patterns, transfer knowledge, reuse what works — and improve faster than anyone working in isolation.

We wanna play the Capitalism Game.