Every week, I send out a newsletter that includes links to any articles I’ve written or podcasts I’ve recorded — as well as a few links to other things I’ve found that I’ve enjoyed.
Most people reading this probably know me either through fitness (I own a gym and do remote coaching for athletes). Some people may know me from the death metal bands that I play in.
The newsletter does include some fitness and music content, but is also reflective of my obsessive and strange reading habits.
I try to provide some context and insight for each of the links that I include as well.
If you’re interested, sign up below. There’s several thousand other subscribers, so — don’t worry — you won’t be the only one.
If you’d like to see an example before subscribing, check out the archives here:
21.06.25: Structuring a Training Week, Biohacking & Electro
STUFF I ENJOYED THIS WEEK VIDEO: [Luke Holmes] Structuring a Training Week for CrossFit Luke coming in hot with the whiteboard video content! Lots of coaches feel pretty good about writing specific training sessions, but can sometimes get overwhelmed trying to design a full week of training. There’s so many things to work on! Gymnastics! Conditioning! Weightlifting! Shoulder rehab! Hypertrophy! Core work! Maybe even some bench and bis for the guns! By applying a few
21.06.18: Contradictory Science, Ranked Choice Voting & Sun Ra
STUFF I ENJOYED THIS WEEK ARTICLE: [Nautilus] How to Make Sense of Contradictory Science Papers This is a shorter and more accessible summary of Liam Bright’s article on “Why Do Scientists Lie?” that I shared a few weeks back. (Hat tip to Cedric Chin for sharing in his newsletter.) If you start to dig into disagreements between scientists, you can find reams of studies and seemingly plausible arguments on just about any side of an issue.
21.06.11: Deadlines, Minimum Maintenance Dose, and Crust
ARTICLE: [Seth Godin] How (not) to miss a deadline Anyone who has ever been in charge of anything runs into same problem: most people don’t do what they say they are going to do by the time that they say they are going to do it. The “man on the street” management impulse then is to assume that your employees, coworkers, vendors, and partners are all lazy, shiftless ne’er-do-wells and that you’re the only person who