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How a Failed Startup Helped Win the Race for the Next $1 Billion (Infographic)

Startup stories have long been part of the American lexicon, from the birth of the Internet in the early 1960s to the invention of the internet’s first internet browser, Netscape.

But for years, there’s been an unspoken assumption that startup stories are mostly about failure.

That’s why, until recently, few startup founders have been able to tell the stories of their businesses that made them famous, and that helped them break out of the stifling corporate bubble.

But now, a new book called The Entrepreneur’s Story: Why Success Happens, by the startup guru Peter Thiel, is giving that perception a new lease of life.

The book is the first book to offer a clear narrative of the rise of the Silicon Valley startup scene from the early days of the dotcom bubble to the dot-com bust.

It’s also the first to take a hard look at how entrepreneurs have become so successful in the past 50 years.

It features interviews with a dozen of the most successful and influential people in the world who are not just entrepreneurs, but also entrepreneurs themselves.

The success story of the book has been a long time coming.

In fact, Thiel’s original idea for The Entrepreneurs Story came to him in a private meeting with a former colleague, and was inspired by his own success.

“I thought that a book about entrepreneurs might be interesting because it might help people understand the world,” Thiel told me in a phone interview.

The story of a startup is told through three distinct chapters: The Startup, The Founder, and The Entrepreneer.

These three stories tell the story of how the entrepreneurial process got started, the business and how the founders went from being a lowly garage mechanic to the most powerful person in the company.

And they’re not just anecdotes.

Thiel says he has more than 40 interviews with entrepreneurs who are a mix of entrepreneurs and ordinary people.

The stories span the history of the world of business, from Henry Ford to Microsoft to Facebook.

The first chapter takes us to the earliest days of Ford Motor Company in Dearborn, Michigan.

Ford was a humble mechanic who was building cars at home and had a reputation for making the most of his limited resources.

One day, he had an idea to build an electric car that would travel between the Dearborn and Detroit neighborhoods.

The company would use a gas-powered engine that could run on coal, but be powered by hydrogen.

When he tested it, Ford hired an electrician to build it.

Ford’s electric car was called the Model T, and it was an enormous success.

The electric car had a top speed of 80 mph (124 kilometers per hour) and a range of 100 miles (160 kilometers).

It was powered by the Model S battery pack, which was also powered by electricity from the sun.

“This car was a runaway success, and the company that made it sold over 4 million cars,” Thiel wrote.

“But, the real star of the show was the electric car’s CEO, Bill Ford.

His Tesla electric car won the Nobel Prize in Physics in 1965, which earned him a billion dollars.

Ford became the most famous person in American business, and he was a superstar.

By the end of his life, he owned more than 20,000 automobiles.”

After Ford, Thiel writes, “we saw a dramatic transformation of the industry.”

By the 1980s, the electric-car industry had become so big that Ford was trying to merge with General Motors.

“Ford’s company had a great deal of clout in the automobile industry, and so Ford decided to break up the companies and sell them to other companies,” Thiel said.

“It was a crazy, mad, and greedy move.

The people at General Motors were just thrilled with what Ford was doing.

They were all very excited about what Ford had done.”

After General Motors, the auto industry went from one of the fastest growing sectors of the economy to one of its largest and most dysfunctional sectors.

There are several key lessons here.

The biggest is that the companies at the bottom of the hierarchy, the ones that are the smallest and least successful, are often the ones at the front of the queue for innovation.

The second lesson is that innovation has to come from somewhere.

The third lesson is about the importance of connecting dots.

“The world is a big place,” Thiel says.

“You have all these people all trying to make money, but at the same time, you have all this technology that is all about making money.

But at the end, what happens is you don’t have enough money.

So people start to say, ‘Maybe it’s time to go into the next frontier.’

And this leads to a big transformation of how people make money.

The next frontier is the internet.

That led to Snapchat, which is now the