Andrew Yeung

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Not long ago, someone I had just met (an acquaintance I barely knew) asked me to introduce them to someone important in my network. > “Hey, can you introduce me to this person? I saw you're connected on LinkedIn. Thanks!” It really irritated me. I wasn’t sure why at first. I love helping people and making introductions. I usually do it instinctively. But something about this one felt off. Maybe it was how they phrased it, or maybe it was how casually they assumed I’d say yes. So I started thinking more about relationships, specifically, the difference between transactional and non-transactional ones, and how social capital plays a role. I wanted to dig into why some asks feel generous and easy, while others feel like a withdrawal from an account that was never funded in the first place. Around the same time, I came across an article called Dissecting Social Capital, which frankly inspired much of this piece and got me thinking even more. In this article, I’ll break down the theory of social capital, building trust with others in your community, and how to make sure you’re leaving every interaction with the right impression. Whether you realize it or not, every conversation is either earning you trust or costing you. Don't make the mistakes most people do. ## What is Social Capital? First, it's important to understand what social capital is. The cleanest definition I’ve seen is that it’s the accumulated goodwill, reputation, and trust you’ve built up with other people. You earn social capital by being helpful, generous, dependable, and credible. You build social capital when you help a friend land their dream job by making an introduction, prepping them for interviews, and helping them negotiate the offer, without expecting anything in return. You earn their trust, and they see you in a more positive light, which later on can be translated into reciprocity. You become someone they want to help back someday. Social capital behaves a lot like financial capital. It has three key traits: • Productive – you can convert social capital into productive benefits like introductions, favors, and even financial capital. • Durable – it retains value over time, but can also erode without maintenance • Flexible – it can be substituted for other forms of capital and be used across different benefits At the end of the day, social capital is a tangible way to measure the breadth and depth of your relationships. ## “Transactional” Relationships When people describe someone as transactional, they’re often thinking of a situation like the one I shared at the start – someone asking for a favor the moment you meet them. But here’s the truth: all relationships are transactional. Every relationship operates under a social contract between two people, though the nature of those contracts can vary. What most people label as “transactional” typically refers to relationships where the terms are explicit and conditional. Take an employer-employee relationship: the employer pays a salary, and the employee performs a defined role. The expectations are clear. There’s a direct exchange. Contrast that with a more implicit agreement, like the one between close friends. Nothing is written down, but the unspoken understanding is mutual support, trust, and time. The “contract” is looser, but still present. ## Building Trust Let’s say you just met someone and purely saw them as a means to an end – someone who can get you a job, introduce you to an investor, or promote your business. You’d probably make the ask regardless of what it might cost them or how little trust you’ve built. You’d act more transactionally. Now invert it. You meet someone you genuinely want to build a long-term relationship with over decades. You respect them and believe the lifetime value of the relationship is worth more than any short-term gain. You’d probably be more cautious and wait before asking for anything. You’d focus on building trust first. > There's something slightly paradoxical in most human relationships: people generally don't like making explicit the underlying transactional structure of relationships, but this structure is revealed when people fail to appreciate the principle of reciprocity that relationships are built on.— Vaishnav Sunil from Optima & Outliers That’s why the example I shared at the beginning irritated me. It signaled that this person saw me as a shortcut to their goal, not a human worth investing in. ## Playing Long-Term Games So how do you build social capital? You treat every relationship like it’s going to last for decades. You play long-term games with long-term people. - Build the well. Do things before people ask. Help them solve problems, share opportunities, and connect dots, even when there’s no immediate benefit to you. Build your well long before you need water. - Make introductions thoughtfully. Making an introduction is the easiest way to add value to people's lives. What takes you a minute could result in a decade of value for two other people. - Use the barbell strategy. Keep in touch with small, consistent check-ins – quick messages, reactions to wins, or sending something thoughtful. Then, occasionally, spend deep, quality time together. - Build long-term credibility. Do things that get others to say positive things about you when you're not in the room. - Don’t ask for a favor too early. Or you're signaling that you want to play short-term games. - Think in decades. What would you do differently if this person were around for the next 40 years? One last thing: some people can brute-force relationships with charisma. They charm their way into rooms and win people over with their energy to make asks. While that might work in the short term, in the long term, I always believe that relationships are built on a mutually beneficial, reciprocal nature.

I was invited to a private LinkedIn event where they shared a preview of what's coming. Three things that blew my mind: 1. Job applications on LinkedIn are up +50% from last year This means one (or both) of these things is true: a. More people are looking for work b. More people are using AI to apply for jobs If either is true, it means hiring is MORE competitive than ever, and you need to find the "third door" to stand out I'll write more about this soon 2. The number of "founder" and "creator" titles on LinkedIn has increased +90% from last year More and more people are taking the multi-hyphenate career path They don't just work as a product manager at big tech ... they're taking multiple bets. A W2 job, a side hustle, and a coaching business. Knowledge workers are starting to diversify their careers through a mix of income streams. 3. LinkedIn is launching a new feature that lets you show off your vibe coding skills One of their first partnerships is with Lovable ... one of the main vibe coding platforms on the market. This means LinkedIn, the world's largest professional social platform, believes vibe coding will be a key skill that future employers will consider. I believe the labor market is going to change faster than we expect. The knowledge worker of the future will look nothing like the one today.

What should we expect in 2026 and beyond? These predictions come from observation - from conversations with founders and investors in my network, and from studying people far more visionary than me. Most relate to our changing workforce, evolving consumer behavior, and how we work together. Here we go: ## 1. The college replacement economy will go mainstream. An entire generation missed out on the traditional college experience in favor of a digitized version from 2020 to 2023. This, along with the loneliness epidemic and the declining alcohol consumption and socializing among young adults, has resulted in the emergence of an entirely new leisure and nightlife category centered around intellectual stimulation and curated connection. See communities like Lectures on Tap, where people gather to listen to university professors at bars and meet other curious people. This extends beyond nightlife: as this cohort ages, expect to see membership communities and IRL learning experiences to become as common as happy hours once were. ## 2. Healthspan and lifespan metrics will become status symbols. The convergence of wearables, gamified biometrics, healthcare influencers, and accessible preventative care is creating a new dynamic. We’re still extraordinarily early, but within a few years, I wouldn’t be surprised to see elite gyms or clubs with minimum resting heart rate or LDL requirements - health credentials as gatekeepers, similar to how communities like Long Angle use net worth thresholds. Combining the increasing influence of creators like Bryan Johnson, who normalize longevity optimization, and our human desire to signal our advantages, you get health metrics as a new form of currency. My bet: Google search interest for specific metrics like “biological age test” doubles year over year. ## 3. AI will widen the gap between high and low agency individuals. Even among my personal network, I’ve seen massive differences with how people use AI. High agency people treat AI as an extension of their existing capabilities, using it to augment judgment and improve execution, while low agency people will use it as a substitute for critical thinking and judgment, outsourcing the capabilities that make us human. A specific scenario: the former will develop filters for credible information while the latter will fall prey to deepfakes and synthetic content. This won’t be technology’s fault. You’ll start seeing articles with headlines like “AI is Making Us Dumber,” but the truth is more nuanced: AI is a mirror that amplifies our existing relationship with agency. The challenge today is that this gap accelerates faster than previous technology shifts because the feedback loops are shorter and the stakes are higher. Gone are the days of the 10X employee; we’ll start to see the 100X employee instead. ## 4. Physical is sexy again. Colossus magazine, J.Crew’s revived print catalog, Palantir’s merch brand, Complex bringing back print, Duolingo’s pop-up stores, Microsoft and Costco launching magazines, Meta investing in physical retail for their glasses … notice a pattern? As digital experiences become infinitely commoditized, brands are rediscovering the value of physical goods and analog experiences as their differentiating factor. I’ve written before about the “Head of IRL” role emerging in early-stage companies - soon, every brand will build IRL capabilities as a differentiator. The pendulum is swinging back, not because digital failed, but it succeeded to the point that scarcity now lives in the physical world. ## 5. Multi-hyphenate careers will emerge as a viable career path. The “side hustle” era is ending and evolving into something more substantial: knowledge workers building multiple income streams across their personal portfolio, enabled by AI tools. As the creator economy matures, it will professionalize as a career path that will be taught in schools. When AI removes the friction of building and shipping media and software, the multi-hyphenate model becomes accessible to more than just the exceptionally driven. I believe in 2026 and onward, we’ll see measurable increase in people earning over 50 percent of income from multiple sources. ## 6. Soft skills will become the new hard skills. Throughout history, the most valuable skills have been those that are simultaneously scarce and in demand. In the 2000s: computer science and software engineering. The 1980s: management and finance, fueling the MBA boom. Before that: hard sciences - engineering, math, physics. Now, as people spend more time behind screens, we’re forgetting how to influence, sell, and lead in person. The principles in “How to Win Friends and Influence People” will become a forgotten art, and charisma will be the new unicorn skill. What does this imply? Well for one, we’ll start to see the reversal of Zoom interviews from the remote era back in in-person to evaluate for interpersonal skills. ## 7. Taste becomes the last defensible moat. In a world where AI can build features and paid ads can buy attention, what’s left to differentiate? Taste, craft, design. Design used to be downstream of business decisions - a “nice to have” when budgets allowed. Today, designers have a seat at the strategy table because in a world of commoditized software products that all serve the same purpose, ‘brand’ will stand out. The future 10X marketer will be equally skilled in design, branding, writing, and community building. ## 8. The era of user-generated software begins. We’re crossing a threshold where building software no longer feels like engineering, but authoring. As vibe coding becomes exponentially better, we’ll be able to build and share tiny apps, automations, and personal dashboards as easily as we can share posts today. Imagine sharing your habit-tracking app with your partner the way you’d share a playlist. Marketplaces will emerge, allowing software to be created quickly, personalized deeply, and shared socially. The implications are massive: if software becomes as easy to create as content, the line between “creator” and “developer” disappears entirely. ## 9. The first explicitly anti-AI social network will emerge. No AI-generated posts, no bots, no synthetic engagement, and proof-of-person required. People are already revolting against AI ‘slop’ - studies show that 20%+ of videos recommended to brand new YouTube users qualify as low-quality synthetic content. The dead internet theory may become a self-fulfilling prophecy unless new platforms are created that explicitly reject it. This will be a response to a real need for authentic human connection in a world dominated by fake content. My belief is that in 2026 we’ll see a new social network with 1M+ users without relying on algorithmic feeds. ## 10. Alternative education models will resurge to meet the AI skills gap. We’ll see the return of General Assembly-style programs: in-person, cohort-based learning for new-age tech skills. This happens when traditional gatekeepers can’t meet exponentially increasing demand. Previously, coding bootcamps emerged when Ivy League CS programs couldn’t serve the whole market. Today, the new valuable skillset - vibe coding, product design, AI-augmented distribution - will soon be packaged, programmatized and offered to ambitious employees and aspiring entrepreneurs. ## 11. Independent media will dominate the information landscape. The most influential tech media in 2025 - publishers like TBPN and Newcomer - were created in just the last few years. When information is abundant and increasingly synthetic, we defer to people we trust, not brands. Going direct is the antidote to AI noise, and I expect more journalists, operators, and domain experts to build their own media properties (and events companies) rather than work within established institutions. What ties all of this together? If you look closely, you’ll see a pattern. Every prediction is related to another. User-generated software empowers multi-hyphenate careers. Physical experiences create communities that improve our ability to connect with others, be happier, and (hopefully) live longer. Alternative education produces high agency people who use AI more responsibly. I’m more optimistic than ever about the opportunity to use this technology shift to create more fulfilling work and build deeper relationships. 2026 will be extraordinary. Let's make it happen.

A few weeks ago, I was invited back to Google to give a talk on personal branding and entrepreneurship. On the way to the broadcast studio, we walked through the stunning office in Chelsea Market, passing by the French vegan bistro, rock climbing wall, corner cafes stocked with an unlimited supply of any treat imaginable—and it reminded me of how ridiculous this company was. It brought back a flood of memories from my days at Google and Meta, where I spent a few years in product and strategy roles. I had a ridiculous salary and an incredible work-life balance. On Tuesdays, I'd hit the gym, scooter over to the smoothie station for a custom blueberry plant-protein smoothie, then head up to the rooftop for an ice cream espresso and barbecue. Douchey, I know. Life was good. So why did I leave? I never set out to be an entrepreneur. Never had a grand vision of running my own thing. I just felt a pull—a calling to build something. And an even stronger fear of regret if I didn't. But I won't lie… when things get tough, I've had moments where I ask myself: What would it be like to go back to corporate? And while I know I wouldn't (at least not anytime soon), that question forced me to do a brutally honest review of what's actually changed since I left. So today, I want to share the real pros and cons of leaving big tech to build something of my own. If you're debating a major career move—or just curious about what it's like—hopefully this gives you some clarity. Here goes. ## The Good The insane Big Tech lifestyle. Google has campuses in cities around the world, where you can badge in, hit the gym, eat gourmet meals, take a shower, and even bring friends. Traveling was more fun—each office felt like a mix between Disneyland for adults and a high-end coworking space with a labyrinth of amenities you never knew existed. NYC alone has over six offices with more than ten restaurants, which helped me realize that everything shown in The Internship might actually be true. Top-tier pay. Fresh out of school, you can make upwards of $160,000 per year as a 22-year-old. After a decade as a high performer, you can make upwards of $500,000. For comparison, the average US salary is ~$66,000. You learn valuable corporate and technical skills. Almost every Googler I know from my department is smart, analytical, charismatic, and well-equipped to excel in 99% of generalist business roles. You learn to speak corporate, manage relationships, communicate effectively, lead, delegate, and effectively become a Swiss Army knife of professional skills, suitable for most environments. You become healthier and fitter. You get to eat well—insanely well. With a bunch of cafes offering every kind of food and snack imaginable, staying healthy is easy. Pretty sure I was the fittest I've ever been when I worked at Google. Most of the things in your life are taken care of. If you needed visa sponsorship, Google had your back. At Meta, they paid to relocate me from Canada, helping with packing, moving, personal finances, and even placing me in a temporary Chelsea apartment for a month while I searched for my apartment with a broker they provided. I've even heard of companies buying out mortgages to help people relocate. These corporations take care of everything so all you need to think about is work… and how to create more shareholder value. You're guaranteed to make friends. With 180,000+ employees, there are plenty of Google-funded communities, where you can make friends, find new ideas, explore hobbyist interests, and maybe even meet your life partner. Access to learning and development resources. Today I pay for private coaching to improve my public speaking, but at Google and Meta, it was included in the employee perks (I'm constantly banging my head against the wall because I didn't take advantage of this more). I like to think of Google/Meta as the world's best accelerator: learn business skills so you can do whatever you want afterward. The managers are world-class. My managers genuinely cared about my growth, supported me, and taught me invaluable skills. I firmly believe that working here gives you access to world-class talent—including top-tier managers. Some of the work is interesting. I had the experience of both an interesting job (building the customer experience program for a 2,000-person global sales team at Meta) and a not-very-interesting job (building product analytics dashboards for sales tools at Google). Big tech jobs are much less dynamic, though, as the nature of big companies requires specialization, meaning doing "good work" often means staying in your lane. You get horizontal learning opportunities. With the resources you're given, you can easily learn about any topic related to tech, media, and business. I was interested in venture capital, and I could reach any Google or Meta executive—likely among the top 1% in their field—and bombard them with questions to get a sample of their day in the life. Access to an alumni network. There are over 100,000 Google and Meta alumni who have gone off to start companies and do awesome things, that you can easily connect with, given your shared experience. Lots of respect and social status. This is cringy to admit, but when I met non-tech people who heard that I worked at Google, they would assume I was some kind of genius, which, in reality, was very untrue. It was nice for the ego though. After reading this, you might wonder: "So why the hell did you leave?" Well, it comes with tradeoffs too. On to the next section. ## So Why Did I Quit? I felt like I was wasting my mid-20s. Working at Google felt like running on a treadmill at speed level 5. The average career spans 30 years—could I imagine doing this for another 25? I also realized that with every passing year, the likelihood of taking the plunge to build something of my own exponentially decreases. So I decided to leave and try to take advantage of my full potential. I was tired of playing the same simple game repeatedly. In the first few years of working in corporate, you learn important generalist skills, like communication, project management, and stakeholder management. But after that, it seems like the game turns into an endless cycle of managing up and navigating politics. After 5 years, I wanted to try a new game. Like building a business from scratch. I hated corporate theatre. I remember how bizarre it was to sit in meetings listening to people talk for hours yet say nothing of substance, and I'm sure others felt the same. Some call this performativity or "corporate theatre." In massive organizations, this kind of behavior is often rewarded—and some people thrive in it, but I didn't. I found it hard to differentiate myself. My therapist tells me that I have an innate need to feel valuable, which made working at Google tough. Surrounded by a sea of brilliant, smart people, even with strong performance reviews, I often felt like I didn't stand out. Given that I've never thrived in structured environments (schools, exams), I started to realize it wasn't where I belonged. I wanted to escape groupthink. I felt stuck in a bubble where everyone was chasing the same goals, and I rarely met people with the ambition to dream bigger or build something that could truly impact the community. Success seemed to always revolve around promotions and salary bumps. I wanted to test myself. Some people take pride and confidence in knowing that if they were put on a desert island, they could survive. They could find shelter, locate water, and hunt for themselves. To me, entrepreneurship is the modern business equivalent: the ability to create your own economic stability without an employer. I was making an asymmetrical financial bet. While I was satisfied with my salary, I couldn't shake the thought that I might be capable of more. My financial trajectory was predictable, with a stable floor but also a clear ceiling, and I wondered how much higher that ceiling could be if I ventured off on my own. At the end of the day, I realized that I had far more to gain than to lose. I was ready. Above all, I was prepared to take the plunge. After years of building momentum, I felt confident that my corporate experience had armed me with skills I could use in the outside world. Plus, I came to see the risk wasn't as daunting as I'd imagined. And at the end of the day, a little risk just makes life more interesting. ## Which Path Is the Right One for You? For the first half of my career, my dream was to work at a company like Google. I was starstruck by the brand, the benefits, the prestige. I optimized everything to land a job there, thinking it would be my final stop. A place where I could ride out the rest of my career. And when I got there? It was everything I expected and more. Great job. Great perks. Great community. For the right person, it's the perfect landing place to build a corporate career. But a few years in, something unexpected happened. I started wondering if there was more. If maybe, just maybe, entrepreneurship could be a real path too. I know that's not the norm. Most people find security in the structure of big companies. And there's nothing wrong with that. But if you're thinking about making the leap, you have to be brutally honest with yourself about the tradeoffs. If you value stability, great "life perks," and a clear career trajectory, and if you find fulfillment outside of work, a corporate job might be the right fit for you. But if you feel like you're stuck in a loop, playing the same game over and over, or if you have an itch to build something of your own, then entrepreneurship might be worth considering. That said, don't take the leap blindly. Entrepreneurship is hard, and 90% of startups fail. A tough statistic to stomach. If you're thinking about making the jump, start by testing your ideas on the side. If you're building a cash business, work toward a financial cushion before making the transition. If you're building an equity business, focus on early product traction to de-risk the journey. Not everyone is meant to be an entrepreneur, but if you're willing to bet on yourself, the upside can be pretty life-changing.