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From Dorm Room to $4.3 Trillion: How Google Built 8 Billion-User Products. 🇺🇸 Eight different products, each used by more than a billion people every month. One company owns all of them. 🤔 This is the story of how two grad students in a dorm room built the biggest...

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Ex-Google CEO Eric Schmidt on what many of the greatest products have in common "If you think about the greatest products, they've almost always been designed for the benefit of the people who are actually building them." Uber is one example. The original Uber was a private timeshare limousine service for Garrett Camp and his friends. Google is another: “Larry and Sergey built Google for Stanford—and particularly for themselves. The server was in Larry’s dorm room…. They opened up the server for the entire campus, and the usage was phenomenal. Andy Bechtolsheim heard about it through David Cheriton and wrote a $100,000 check. They didn’t have a name for a company… Sergey left it in his wallet for a month until they had the name Google invented.” Video source: Greylock Partners (2015)
1:16

Ex-Google CEO Eric Schmidt on what many of the greatest products have in common "If you think about the greatest products, they've almost always been designed for the benefit of the people who are actually building them." Uber is one example. The original Uber was a private timeshare limousine service for Garrett Camp and his friends. Google is another: “Larry and Sergey built Google for Stanford—and particularly for themselves. The server was in Larry’s dorm room…. They opened up the server for the entire campus, and the usage was phenomenal. Andy Bechtolsheim heard about it through David Cheriton and wrote a $100,000 check. They didn’t have a name for a company… Sergey left it in his wallet for a month until they had the name Google invented.” Video source: Greylock Partners (2015)

Startup Archive

69,407 görüntüleme • 10 ay önce

2001. Larry Page and Sergey Brin sit for their first-ever television interview. Google has 200 employees. They explain that the company almost didn't get off the ground because they couldn't cash a check. The check was for $100,000. It came from Andy Bechtolsheim, one of the co-founders of Sun Microsystems. Page and Brin showed him what they'd built. He said, "This is great, how about I write you a check?" and just wrote it out. Made it out to Google. The problem was that Google didn't exist as a company yet. There was no bank account. No lawyers. No incorporation paperwork. The check sat in Larry Page's desk drawer for a month. They literally could not deposit it. They're both in their late twenties in this interview. They met at Stanford as PhD students and, by their own account, disliked each other from the start. Brin says Page is "kind of obnoxious." Page doesn't disagree. Brin says they argued about everything, debated every single point, and then realized that was their commonality. They became friends, started building a search engine they never planned to build, and put their PhDs on hold to get it out into the world. The part that stings watching this in 2026 is the rejection tour. Before starting Google, they approached existing search companies to sell or license the technology. They went to Yahoo. David Filo, one of Yahoo's founders, told them, "This is great search technology. Why don't you guys make a company, and maybe we'll use you someday?" They went to Excite. They went to InfoSeek. Same response. Page says a CEO at one of those companies told them: "If our search is 85% as good as the next guy's, that's good enough for us." Page and Brin didn't buy that. They thought the search was too important to be 85% as good. So they started Google. No marketing. No ad campaign. They launched it at Stanford, and it grew 20% per month, every single month, for three years straight. Pure word of mouth. By the time of this interview, they're handling over 100 million searches a day. They get 500 resumes in the mail every single day. The office space around them is 30% vacant because the dot-com bubble just popped, but Google is profitable. Page makes a point of this: "We've been really interested in being profitable, like long before it was fashionable." They'd also just hired Eric Schmidt, former CTO of Sun, as CEO. Brin's explanation for why: "Parental supervision, to be honest." Page adds that they're "past the age where we're rebellious" and that running a search engine used by 100 million people a day with 200 employees is "a large responsibility." The number that caught my eye: when Google started in 1998, it indexed 30 million web pages. At the time of this interview, three years later, they indexed 1.3 billion. The page says that if you printed them all out and stacked the paper, it would be about 70 miles high. And it was doubling every year. Every search company they approached turned them down. Yahoo eventually came back and hired Google to power its own search results. The CEO who thought 85% was good enough ran a company that no longer exists. Alphabet, Google's parent company, is worth about $3.6 trillion today. It has about 190,000 employees. That $100,000 check sat in a desk drawer because nobody had incorporated the company. Bechtolsheim's stake from that investment is now worth billions.
14:09

2001. Larry Page and Sergey Brin sit for their first-ever television interview. Google has 200 employees. They explain that the company almost didn't get off the ground because they couldn't cash a check. The check was for $100,000. It came from Andy Bechtolsheim, one of the co-founders of Sun Microsystems. Page and Brin showed him what they'd built. He said, "This is great, how about I write you a check?" and just wrote it out. Made it out to Google. The problem was that Google didn't exist as a company yet. There was no bank account. No lawyers. No incorporation paperwork. The check sat in Larry Page's desk drawer for a month. They literally could not deposit it. They're both in their late twenties in this interview. They met at Stanford as PhD students and, by their own account, disliked each other from the start. Brin says Page is "kind of obnoxious." Page doesn't disagree. Brin says they argued about everything, debated every single point, and then realized that was their commonality. They became friends, started building a search engine they never planned to build, and put their PhDs on hold to get it out into the world. The part that stings watching this in 2026 is the rejection tour. Before starting Google, they approached existing search companies to sell or license the technology. They went to Yahoo. David Filo, one of Yahoo's founders, told them, "This is great search technology. Why don't you guys make a company, and maybe we'll use you someday?" They went to Excite. They went to InfoSeek. Same response. Page says a CEO at one of those companies told them: "If our search is 85% as good as the next guy's, that's good enough for us." Page and Brin didn't buy that. They thought the search was too important to be 85% as good. So they started Google. No marketing. No ad campaign. They launched it at Stanford, and it grew 20% per month, every single month, for three years straight. Pure word of mouth. By the time of this interview, they're handling over 100 million searches a day. They get 500 resumes in the mail every single day. The office space around them is 30% vacant because the dot-com bubble just popped, but Google is profitable. Page makes a point of this: "We've been really interested in being profitable, like long before it was fashionable." They'd also just hired Eric Schmidt, former CTO of Sun, as CEO. Brin's explanation for why: "Parental supervision, to be honest." Page adds that they're "past the age where we're rebellious" and that running a search engine used by 100 million people a day with 200 employees is "a large responsibility." The number that caught my eye: when Google started in 1998, it indexed 30 million web pages. At the time of this interview, three years later, they indexed 1.3 billion. The page says that if you printed them all out and stacked the paper, it would be about 70 miles high. And it was doubling every year. Every search company they approached turned them down. Yahoo eventually came back and hired Google to power its own search results. The CEO who thought 85% was good enough ran a company that no longer exists. Alphabet, Google's parent company, is worth about $3.6 trillion today. It has about 190,000 employees. That $100,000 check sat in a desk drawer because nobody had incorporated the company. Bechtolsheim's stake from that investment is now worth billions.

Anish Moonka

12,042 görüntüleme • 5 ay önce

Google wrote the paper that made ChatGPT possible. Then decided not to build ChatGPT. Sergey Brin just explained why on stage at Stanford and the reason is more embarrassing than anyone expected. In 2017, Google published the transformer paper. The architecture that powers every major AI model today. It came from their own researchers. Their own labs. Their own compute. Then they sat on it. Sergey was blunt about why. They underinvested in scaling the compute. They did not take it seriously enough. And when they finally had something worth shipping, they got scared. Chatbots say dumb things. Google had a reputation to protect. So they protected it instead of shipping. OpenAI was not scared. Ilya Sutskever, trained at Google, left and went there. Other Google researchers followed. They took the transformer architecture, scaled it, shipped it anyway, and captured the entire generative AI wave while Google watched. Sergey called it a mistake at Stanford in front of hundreds of students. The company that invented the technology did not build the product. The company that built the product did not invent the technology. That is the most expensive case of corporate hesitation in the history of the industry. --- Watch the full interview YT. Search: "Big ideas begin here: Sergey Brin at Stanford"
2:26

Google wrote the paper that made ChatGPT possible. Then decided not to build ChatGPT. Sergey Brin just explained why on stage at Stanford and the reason is more embarrassing than anyone expected. In 2017, Google published the transformer paper. The architecture that powers every major AI model today. It came from their own researchers. Their own labs. Their own compute. Then they sat on it. Sergey was blunt about why. They underinvested in scaling the compute. They did not take it seriously enough. And when they finally had something worth shipping, they got scared. Chatbots say dumb things. Google had a reputation to protect. So they protected it instead of shipping. OpenAI was not scared. Ilya Sutskever, trained at Google, left and went there. Other Google researchers followed. They took the transformer architecture, scaled it, shipped it anyway, and captured the entire generative AI wave while Google watched. Sergey called it a mistake at Stanford in front of hundreds of students. The company that invented the technology did not build the product. The company that built the product did not invent the technology. That is the most expensive case of corporate hesitation in the history of the industry. --- Watch the full interview YT. Search: "Big ideas begin here: Sergey Brin at Stanford"

Ihtesham Ali

244,666 görüntüleme • 2 ay önce

The was the first Google office. Menlo Park 1998. Larry Page and Sergey Brin started Google as a research project in their Stanford dorm rooms in 1996. In August 1998, Sun co-founder Andy Bechtolsheim wrote them a check for $100k, and on September 4, 1998, Google Inc. was officially born. With this investment, the newly incorporated team upgraded from the dorms to their first office: a house in Menlo Park. Google operated out of this garage for only about five months, paying $1700 in rent per month. source footage 🎥: Harry Cheung/Google
1:15

The was the first Google office. Menlo Park 1998. Larry Page and Sergey Brin started Google as a research project in their Stanford dorm rooms in 1996. In August 1998, Sun co-founder Andy Bechtolsheim wrote them a check for $100k, and on September 4, 1998, Google Inc. was officially born. With this investment, the newly incorporated team upgraded from the dorms to their first office: a house in Menlo Park. Google operated out of this garage for only about five months, paying $1700 in rent per month. source footage 🎥: Harry Cheung/Google

RetroBayArea

12,640 görüntüleme • 4 ay önce

Perplexity founder Aravind Srinivas explains the “user is never wrong” philosophy of Larry Page Aravind recounts a story of Larry Page’s meeting with the CEO of Excite. Excite was the #2 search engine behind Yahoo at the time, and they were interested in buying Google. The two CEOs compared the search results of their products side-by-side. When Google’s results were clearly better, Excite’s CEO tried to excuse his product’s performance: “If you typed the query this way, it would’ve worked.” Aravind believes this is an important difference in philosophy between Google and Excite. Larry Page believed that a search engine should give high quality answers regardless of what the user typed: “You do all the magic behind the scenes so that even if the user was lazy, even if there were typos… they still got the answer and they love the product.” Today Google dominates search, and most people have never heard of Excite. Aravind believes the best AI products will adopt this same philosophy and that “prompt engineering” won’t be a long-term thing. “I think you want to make products work where a user doesn’t even ask for something. You know that they want it and you give it to them… People are lazy and a better product should be one that allows you to be more lazy, not less. Products need to have some magic to them, and the magic comes from letting you be more lazy.” Video Source: Lex Fridman
1:56

Perplexity founder Aravind Srinivas explains the “user is never wrong” philosophy of Larry Page Aravind recounts a story of Larry Page’s meeting with the CEO of Excite. Excite was the #2 search engine behind Yahoo at the time, and they were interested in buying Google. The two CEOs compared the search results of their products side-by-side. When Google’s results were clearly better, Excite’s CEO tried to excuse his product’s performance: “If you typed the query this way, it would’ve worked.” Aravind believes this is an important difference in philosophy between Google and Excite. Larry Page believed that a search engine should give high quality answers regardless of what the user typed: “You do all the magic behind the scenes so that even if the user was lazy, even if there were typos… they still got the answer and they love the product.” Today Google dominates search, and most people have never heard of Excite. Aravind believes the best AI products will adopt this same philosophy and that “prompt engineering” won’t be a long-term thing. “I think you want to make products work where a user doesn’t even ask for something. You know that they want it and you give it to them… People are lazy and a better product should be one that allows you to be more lazy, not less. Products need to have some magic to them, and the magic comes from letting you be more lazy.” Video Source: Lex Fridman

Startup Archive

137,736 görüntüleme • 2 yıl önce

Google just acquired an Israeli Trojan horse to STEAL clients from AWS and Microsoft. $32 billion. All cash. For a cybersecurity startup called Wiz. It’s the largest acquisition in Google’s history. But nobody’s talking about what they ACTUALLY bought... Here’s why this is way bigger than you think: Wiz protects over half the Fortune 100. Their clients run on AWS, Azure, Google Cloud, and Oracle. The platform scans every workload, every vulnerability, every misconfiguration across ALL of those clouds. Meaning Wiz has a god-level view of how the world's biggest companies use their competitors' infrastructure. And Google just bought that view for $32 billion. Now think about what Google Cloud's biggest problem has been for YEARS... They're stuck in third place. 13% market share. AWS has 30%. Azure has 20%. Google has been hemorrhaging money trying to close that gap and nothing has worked. Wiz changes that equation overnight. Because Wiz doesn't just protect cloud environments. It MAPS them. It knows which companies are running what workloads, where their vulnerabilities are, and where they're overpaying. Google now has a real-time blueprint of its competitors' biggest customers. And it gets crazier: The 4 founders of Wiz previously built Adallom, a cloud security startup that Microsoft acquired for $320 million in 2015. After that acquisition, those same founders ran Microsoft's entire Azure Cloud Security Group. They literally built the security infrastructure that Azure runs on today. Then they left. Started Wiz. Built a product that works across every cloud. Got 45% of the Fortune 100 as customers. Most of those customers are on AWS and Azure. And now they just handed ALL of that to Google. Google promised Wiz will remain "multi-cloud" and continue working with AWS, Azure, and Oracle. That's the public story. But here's the game theory every enterprise CTO is thinking about right now: If you're running sensitive workloads on AWS or Azure and your security layer is now owned by your competitor, how comfortable are you? Google doesn't need to do anything shady. The PERCEPTION alone is enough to start shifting enterprise decisions. And that's worth way more than $32 billion. But there's another layer... Wiz went from $0 to $100 million in revenue in 18 months. Fastest software company in history to hit that mark. By 2025, they were at $750 million. The founders said no to Google's first offer of $23 billion in 2024 because they wanted to IPO. 9 months later, they said yes to $32 billion. What changed? The IPO market collapsed. Tech IPOs dried up. Valuations got slashed. Wiz's leadership looked at the math and realized $32 billion in guaranteed cash beats an uncertain public offering in a hostile market. Google paid a 39% premium over the rejected offer. A multiple of 45-65x revenue. For a company founded 5 years ago by 4 guys who met in Israeli military intelligence. This is the BIGGEST tech acquisition of an Israeli-founded company ever. Bigger than Intel buying Mobileye for $15.3 billion. Bigger than anything in Israeli tech history. And Google is betting it will be worth every penny. Because the cloud war isn't about compute anymore. It's about TRUST. And the company that controls the security layer controls where enterprises put their most sensitive data. Google just bought the keys to every major cloud customer on the planet. The question is whether AWS and Microsoft let them keep using those keys. What do you think?
1:06

Google just acquired an Israeli Trojan horse to STEAL clients from AWS and Microsoft. $32 billion. All cash. For a cybersecurity startup called Wiz. It’s the largest acquisition in Google’s history. But nobody’s talking about what they ACTUALLY bought... Here’s why this is way bigger than you think: Wiz protects over half the Fortune 100. Their clients run on AWS, Azure, Google Cloud, and Oracle. The platform scans every workload, every vulnerability, every misconfiguration across ALL of those clouds. Meaning Wiz has a god-level view of how the world's biggest companies use their competitors' infrastructure. And Google just bought that view for $32 billion. Now think about what Google Cloud's biggest problem has been for YEARS... They're stuck in third place. 13% market share. AWS has 30%. Azure has 20%. Google has been hemorrhaging money trying to close that gap and nothing has worked. Wiz changes that equation overnight. Because Wiz doesn't just protect cloud environments. It MAPS them. It knows which companies are running what workloads, where their vulnerabilities are, and where they're overpaying. Google now has a real-time blueprint of its competitors' biggest customers. And it gets crazier: The 4 founders of Wiz previously built Adallom, a cloud security startup that Microsoft acquired for $320 million in 2015. After that acquisition, those same founders ran Microsoft's entire Azure Cloud Security Group. They literally built the security infrastructure that Azure runs on today. Then they left. Started Wiz. Built a product that works across every cloud. Got 45% of the Fortune 100 as customers. Most of those customers are on AWS and Azure. And now they just handed ALL of that to Google. Google promised Wiz will remain "multi-cloud" and continue working with AWS, Azure, and Oracle. That's the public story. But here's the game theory every enterprise CTO is thinking about right now: If you're running sensitive workloads on AWS or Azure and your security layer is now owned by your competitor, how comfortable are you? Google doesn't need to do anything shady. The PERCEPTION alone is enough to start shifting enterprise decisions. And that's worth way more than $32 billion. But there's another layer... Wiz went from $0 to $100 million in revenue in 18 months. Fastest software company in history to hit that mark. By 2025, they were at $750 million. The founders said no to Google's first offer of $23 billion in 2024 because they wanted to IPO. 9 months later, they said yes to $32 billion. What changed? The IPO market collapsed. Tech IPOs dried up. Valuations got slashed. Wiz's leadership looked at the math and realized $32 billion in guaranteed cash beats an uncertain public offering in a hostile market. Google paid a 39% premium over the rejected offer. A multiple of 45-65x revenue. For a company founded 5 years ago by 4 guys who met in Israeli military intelligence. This is the BIGGEST tech acquisition of an Israeli-founded company ever. Bigger than Intel buying Mobileye for $15.3 billion. Bigger than anything in Israeli tech history. And Google is betting it will be worth every penny. Because the cloud war isn't about compute anymore. It's about TRUST. And the company that controls the security layer controls where enterprises put their most sensitive data. Google just bought the keys to every major cloud customer on the planet. The question is whether AWS and Microsoft let them keep using those keys. What do you think?

Ricardo

188,960 görüntüleme • 5 ay önce

🎧 Inside Google's AI turnaround with Robby Stein Robby is VP of Product at Google where he oversees all things Google Search—including the new AI Overviews, AI Mode, search ranking, Google Lens, and more. Previously, he led consumer products at Instagram, where he and his teams built Stories, Reels, Close Friends, and other products now used by billions. We discuss: 🔸 Why Google’s AI products are suddenly taking off after years of stagnation 🔸 How AI is expanding Search rather than replacing it, contrary to what many predicted 🔸 The three product principles that have helped Robby build multiple billion-user products 🔸 Inside Instagram’s decision to build its own version of Snapchat Stories 🔸 His mantra of “relentless improvement” 🔸 How Google developed AI Mode from concept to launch in just one year 🔸 Why most teams give up too early on potentially transformative products Listen now 👇 • YouTube: • Spotify: • Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 Vanta — Automate compliance. Simplify security: 🏆 Atlassian Jira Product Discovery — Confidence to build the right thing: 🏆 Orkes — The enterprise platform for reliable applications and agentic workflows:
1:39

🎧 Inside Google's AI turnaround with Robby Stein Robby is VP of Product at Google where he oversees all things Google Search—including the new AI Overviews, AI Mode, search ranking, Google Lens, and more. Previously, he led consumer products at Instagram, where he and his teams built Stories, Reels, Close Friends, and other products now used by billions. We discuss: 🔸 Why Google’s AI products are suddenly taking off after years of stagnation 🔸 How AI is expanding Search rather than replacing it, contrary to what many predicted 🔸 The three product principles that have helped Robby build multiple billion-user products 🔸 Inside Instagram’s decision to build its own version of Snapchat Stories 🔸 His mantra of “relentless improvement” 🔸 How Google developed AI Mode from concept to launch in just one year 🔸 Why most teams give up too early on potentially transformative products Listen now 👇 • YouTube: • Spotify: • Apple: Thank you to our wonderful sponsors for supporting the podcast: 🏆 Vanta — Automate compliance. Simplify security: 🏆 Atlassian Jira Product Discovery — Confidence to build the right thing: 🏆 Orkes — The enterprise platform for reliable applications and agentic workflows:

Lenny Rachitsky

278,550 görüntüleme • 10 ay önce

J-Cal Explains Why Google is UNDERRATED in AI 👀 On E227, the besties discussed Google's value in a post-search world if AI replaces traditional search. @jason broke down why he thinks Google is being slept on: "I think there's a chance that we're underestimating the power of Google's ad network right now." "They have four or five products that are one or two billion users per month. You have YouTube, Google Docs, Android." "They have such a data advantage and such a deep integration into people's lives because they use three or four services, I think Google's gonna figure this out." "It's quite possible that knowing your queries in Gemini, knowing what you're doing in Calendar, knowing what you're watching on YouTube could lead to a stream of more targeted ads that do better and are more valuable." "We've been seeing a number of startups that are figuring out how to use your queries and what you're doing in AI to present to you search results." "So imagine you're doing a Gemini search and on the side of it, it's giving you a rolling list of ads or offers that you might be more interested in." "That could be a better advertising product than even search itself." "I think YouTube search is the place to go all-in." "Right now, when you do a YouTube search, it just gives you 10 links, right? It just gives you that rolling thing." "You should be able to ask a question to YouTube, and you should be able to ask questions to your calendar." "You should be able to say, who have I met with over the last 10 years? Who I'm no longer in touch with and what are they up to?" "And it should do a Gemini search inside of Google Calendar. It's very light right now." "And then if you did that on YouTube, this would train people at the point of pain in a very deep way without sacrificing Google Search queries too aggressively."
1:20

J-Cal Explains Why Google is UNDERRATED in AI 👀 On E227, the besties discussed Google's value in a post-search world if AI replaces traditional search. @jason broke down why he thinks Google is being slept on: "I think there's a chance that we're underestimating the power of Google's ad network right now." "They have four or five products that are one or two billion users per month. You have YouTube, Google Docs, Android." "They have such a data advantage and such a deep integration into people's lives because they use three or four services, I think Google's gonna figure this out." "It's quite possible that knowing your queries in Gemini, knowing what you're doing in Calendar, knowing what you're watching on YouTube could lead to a stream of more targeted ads that do better and are more valuable." "We've been seeing a number of startups that are figuring out how to use your queries and what you're doing in AI to present to you search results." "So imagine you're doing a Gemini search and on the side of it, it's giving you a rolling list of ads or offers that you might be more interested in." "That could be a better advertising product than even search itself." "I think YouTube search is the place to go all-in." "Right now, when you do a YouTube search, it just gives you 10 links, right? It just gives you that rolling thing." "You should be able to ask a question to YouTube, and you should be able to ask questions to your calendar." "You should be able to say, who have I met with over the last 10 years? Who I'm no longer in touch with and what are they up to?" "And it should do a Gemini search inside of Google Calendar. It's very light right now." "And then if you did that on YouTube, this would train people at the point of pain in a very deep way without sacrificing Google Search queries too aggressively."

The All-In Podcast

58,275 görüntüleme • 1 yıl önce

Google just posted negative free cash flow for the first time since it went public in 2004. This is the company that was supposed to fund AI out of pocket change. One of the most profitable ad businesses ever built. YouTube, Android, a growing cloud arm. Instead capex doubled to almost 45 billion in a single quarter. Buybacks suspended. 20 billion in new debt, 85 billion in new equity, just this year. 2026 guidance already raised to 195 to 205 billion. JPMorgan thinks 2027 could hit 378 billion. For one company. The question was never just whether the AI payoff justifies the spending. It is what all that capital, power and construction capacity is pulling away from everywhere else.
3:55

Google just posted negative free cash flow for the first time since it went public in 2004. This is the company that was supposed to fund AI out of pocket change. One of the most profitable ad businesses ever built. YouTube, Android, a growing cloud arm. Instead capex doubled to almost 45 billion in a single quarter. Buybacks suspended. 20 billion in new debt, 85 billion in new equity, just this year. 2026 guidance already raised to 195 to 205 billion. JPMorgan thinks 2027 could hit 378 billion. For one company. The question was never just whether the AI payoff justifies the spending. It is what all that capital, power and construction capacity is pulling away from everywhere else.

Jeffrey P. Snider

25,237 görüntüleme • 19 gün önce

Bobby Kotick built a $69 billion empire from scratch—and the story is even crazier than it sounds. In this episode of The Big Shot, Harley Finkelstein and David Segal sit down with gaming’s ultimate entrepreneur. Bobby Kotick takes us from hustling snacks at baseball games to building one of the most iconic tech companies in the world: Activision. Hear how he cold-called Nintendo, got investment from Steve Wynn on a private jet, took over a bankrupt video game company, and turned it into an empire that Microsoft bought for $69 billion.
1:23:15

Bobby Kotick built a $69 billion empire from scratch—and the story is even crazier than it sounds. In this episode of The Big Shot, Harley Finkelstein and David Segal sit down with gaming’s ultimate entrepreneur. Bobby Kotick takes us from hustling snacks at baseball games to building one of the most iconic tech companies in the world: Activision. Hear how he cold-called Nintendo, got investment from Steve Wynn on a private jet, took over a bankrupt video game company, and turned it into an empire that Microsoft bought for $69 billion.

Big Shot

62,598 görüntüleme • 1 yıl önce

JEFF BEZOS: CAPITALISM SOLVES THE WORLD'S BIGGEST CHALLENGES “I own 16% of Amazon, and Amazon's worth roughly a Trillion dollars, that means that what we have built over 20 years, we have built $840 Billion of wealth for other people. I believe so powerfully in the ability of entrepreneurial capitalism and free markets to solve so many of the world's problems. Not all of them, but so many of them.” Source: Historic Vids
0:24

JEFF BEZOS: CAPITALISM SOLVES THE WORLD'S BIGGEST CHALLENGES “I own 16% of Amazon, and Amazon's worth roughly a Trillion dollars, that means that what we have built over 20 years, we have built $840 Billion of wealth for other people. I believe so powerfully in the ability of entrepreneurial capitalism and free markets to solve so many of the world's problems. Not all of them, but so many of them.” Source: Historic Vids

Mario Nawfal

173,149 görüntüleme • 2 yıl önce

NEW LONG FORM VIDEO: The rise and fall of Yahoo Back in 2002, the CEO of Yahoo sat down for dinner with two founders named Larry Page and Sergey Brin. They offered to sell their search engine for $1 billion. Yahoo’s CEO at the time, Terry Semel, initially agreed. But a few days later, the founders came back with a new price: $3 billion. Semel walked away from the deal. That search engine was Google, and today it’s worth more than $2 trillion. Yahoo didn’t just miss the chance to buy Google. They also passed on buying Facebook, and later turned down an opportunity to sell themselves to Microsoft for $45 billion before the company’s decline accelerated. Yahoo was once valued at more than $125 billion. Eventually, it sold for about $4.5 billion, roughly four cents on the dollar. Massive wealth was created, and massive wealth was destroyed. This is the rise and fall of Yahoo.
17:50

NEW LONG FORM VIDEO: The rise and fall of Yahoo Back in 2002, the CEO of Yahoo sat down for dinner with two founders named Larry Page and Sergey Brin. They offered to sell their search engine for $1 billion. Yahoo’s CEO at the time, Terry Semel, initially agreed. But a few days later, the founders came back with a new price: $3 billion. Semel walked away from the deal. That search engine was Google, and today it’s worth more than $2 trillion. Yahoo didn’t just miss the chance to buy Google. They also passed on buying Facebook, and later turned down an opportunity to sell themselves to Microsoft for $45 billion before the company’s decline accelerated. Yahoo was once valued at more than $125 billion. Eventually, it sold for about $4.5 billion, roughly four cents on the dollar. Massive wealth was created, and massive wealth was destroyed. This is the rise and fall of Yahoo.

Michael Girdley

17,256 görüntüleme • 4 ay önce

Google just reported $99 billion in profits it never actually received. Alphabet posted net income of $112.1 billion for a single quarter. Earnings per share came in at $9.11 against a Wall Street estimate of $2.87. That is one of the largest profit quarters any company has ever printed. Yet the stock fell about 7% the same day. When people read past the headline and opened the earnings release, they found the reason sitting in one footnote... $99 billion of that profit came from a line called other income. Alphabet describes it as "primarily the result of net unrealized gains on our equity securities." So Google did not sell anything. It marked up shares it already owned and ran the increase through its income statement. That single line added $77.1 billion to net income after tax. It accounted for $6.26 of the $9.11 in earnings per share. Strip it out and adjusted earnings per share were $2.85. Analysts wanted $2.89. The ACTUAL business missed. Now here is what makes this insane: Most of that $99 billion came from two holdings, SpaceX and Anthropic. SpaceX went public on June 12 at roughly $1.77 trillion, up from about $400 billion a year earlier. Alphabet's stake is worth $94.1 billion, and roughly $80 billion of it sits under sale restrictions. Anthropic went from a $350 billion valuation to $965 billion inside the same quarter. Alphabet's private company holdings were worth about $124.3 billion on June 30, and the vast majority of that is Anthropic. Google cannot sell either position right now. Now trace where that valuation came from: Google started putting money into Anthropic in 2023. A $300 million bet has grown into a $13.3 billion position with commitments of up to $30 billion more. Anthropic committed to buying at least five gigawatts of computing capacity from Google Cloud. Google Cloud revenue then grew 82% to about $24.8 billion, the strongest quarter that business has ever had. That growth is part of the story the market uses to price both companies. And when Anthropic's valuation jumped, Google booked the jump as its OWN profit. Google is the investor, the supplier, and the party deciding what the asset is worth. A tax and accounting consultant named Robert Willens flagged this back in April, pointing out that Alphabet is able to influence the value of one of its own assets. And Alphabet's free cash flow for the quarter was negative $5.9 billion. That is the first negative quarter since Google went public in August 2004. Capital spending hit $44.9 billion. Operating cash flow was $39.1 billion. Capex now eats about 37.5% of every dollar of revenue, the highest share in the company's public life. To fund it, Alphabet has taken on roughly $100 billion of debt this year and raised about $85 billion in a June share sale, its first in more than two decades. This is a company that spent years buying its own stock back. What happens next: Alphabet raised 2026 capital spending guidance to between $195 billion and $205 billion, the second raise in three months. The finance chief told analysts 2027 spending will rise significantly. The company also disclosed $811 billion in contracted future spending commitments as of June, up nearly $500 billion from March. Those commitments are signed contracts that get paid in cash. The profit is an estimate of what a private company might be worth on a given day. Estimates move in both directions. If Anthropic or SpaceX gets repriced downward, the same line that produced the biggest quarter in Google's history runs backwards, and this quarter produced no free cash flow to absorb it. Meta, Microsoft and Amazon are all carrying their own private AI stakes into their own earnings reports. Watch how much of their profit they actually collected in cash...
0:48

Google just reported $99 billion in profits it never actually received. Alphabet posted net income of $112.1 billion for a single quarter. Earnings per share came in at $9.11 against a Wall Street estimate of $2.87. That is one of the largest profit quarters any company has ever printed. Yet the stock fell about 7% the same day. When people read past the headline and opened the earnings release, they found the reason sitting in one footnote... $99 billion of that profit came from a line called other income. Alphabet describes it as "primarily the result of net unrealized gains on our equity securities." So Google did not sell anything. It marked up shares it already owned and ran the increase through its income statement. That single line added $77.1 billion to net income after tax. It accounted for $6.26 of the $9.11 in earnings per share. Strip it out and adjusted earnings per share were $2.85. Analysts wanted $2.89. The ACTUAL business missed. Now here is what makes this insane: Most of that $99 billion came from two holdings, SpaceX and Anthropic. SpaceX went public on June 12 at roughly $1.77 trillion, up from about $400 billion a year earlier. Alphabet's stake is worth $94.1 billion, and roughly $80 billion of it sits under sale restrictions. Anthropic went from a $350 billion valuation to $965 billion inside the same quarter. Alphabet's private company holdings were worth about $124.3 billion on June 30, and the vast majority of that is Anthropic. Google cannot sell either position right now. Now trace where that valuation came from: Google started putting money into Anthropic in 2023. A $300 million bet has grown into a $13.3 billion position with commitments of up to $30 billion more. Anthropic committed to buying at least five gigawatts of computing capacity from Google Cloud. Google Cloud revenue then grew 82% to about $24.8 billion, the strongest quarter that business has ever had. That growth is part of the story the market uses to price both companies. And when Anthropic's valuation jumped, Google booked the jump as its OWN profit. Google is the investor, the supplier, and the party deciding what the asset is worth. A tax and accounting consultant named Robert Willens flagged this back in April, pointing out that Alphabet is able to influence the value of one of its own assets. And Alphabet's free cash flow for the quarter was negative $5.9 billion. That is the first negative quarter since Google went public in August 2004. Capital spending hit $44.9 billion. Operating cash flow was $39.1 billion. Capex now eats about 37.5% of every dollar of revenue, the highest share in the company's public life. To fund it, Alphabet has taken on roughly $100 billion of debt this year and raised about $85 billion in a June share sale, its first in more than two decades. This is a company that spent years buying its own stock back. What happens next: Alphabet raised 2026 capital spending guidance to between $195 billion and $205 billion, the second raise in three months. The finance chief told analysts 2027 spending will rise significantly. The company also disclosed $811 billion in contracted future spending commitments as of June, up nearly $500 billion from March. Those commitments are signed contracts that get paid in cash. The profit is an estimate of what a private company might be worth on a given day. Estimates move in both directions. If Anthropic or SpaceX gets repriced downward, the same line that produced the biggest quarter in Google's history runs backwards, and this quarter produced no free cash flow to absorb it. Meta, Microsoft and Amazon are all carrying their own private AI stakes into their own earnings reports. Watch how much of their profit they actually collected in cash...

Ricardo

364,369 görüntüleme • 1 ay önce

18-year-old American found a roofing company on Google Maps with 4.9 stars and no website, copied their reviews and pasted them into ChatGPT 5.5. 2 minutes later - a complete brief. Pasted it into AI and just waited while the system built a full website with all pages, reviews and a booking button. Called the owner and showed him the live preview. He said yes immediately because he'd been meaning to fix this for years and never had the time. Invoice for $1,000. 47 minutes of work from the first search to a closed deal. Then he built a machine. AI pulls 200 businesses from Google Maps in 10 minutes, writes a personalized email for each one with their real business data - 500 emails a day, 3% respond. Month one - $4,000, month six - $15,000-20,000. Five million businesses on Google Maps are still waiting for that call.
0:47

18-year-old American found a roofing company on Google Maps with 4.9 stars and no website, copied their reviews and pasted them into ChatGPT 5.5. 2 minutes later - a complete brief. Pasted it into AI and just waited while the system built a full website with all pages, reviews and a booking button. Called the owner and showed him the live preview. He said yes immediately because he'd been meaning to fix this for years and never had the time. Invoice for $1,000. 47 minutes of work from the first search to a closed deal. Then he built a machine. AI pulls 200 businesses from Google Maps in 10 minutes, writes a personalized email for each one with their real business data - 500 emails a day, 3% respond. Month one - $4,000, month six - $15,000-20,000. Five million businesses on Google Maps are still waiting for that call.

Rahul

7,548,750 görüntüleme • 3 ay önce

AI is redefining cinema. A single filmmaker using AI has the leverage of a Hollywood studio and what used to cost millions. In the 70s, Steve Jobs and Woz built the personal computer revolution in a garage. In the 2000s, Zuckerberg built a software empire from his dorm room. Today, filmmakers are building the next era of cinema from their bedrooms. Not because AI replaces vision, taste, or storytelling. It doesn’t. Without the fundamentals, it's just slop. But with them, AI becomes a multiplier. This is just getting started.
0:24

AI is redefining cinema. A single filmmaker using AI has the leverage of a Hollywood studio and what used to cost millions. In the 70s, Steve Jobs and Woz built the personal computer revolution in a garage. In the 2000s, Zuckerberg built a software empire from his dorm room. Today, filmmakers are building the next era of cinema from their bedrooms. Not because AI replaces vision, taste, or storytelling. It doesn’t. Without the fundamentals, it's just slop. But with them, AI becomes a multiplier. This is just getting started.

Reid Hannaford

21,027 görüntüleme • 1 ay önce

David Sacks says he's heard from Anthropic employees who thought they could 10x ARR in one year to $600 billion from when they were at $60 billion, now currently sitting at $80 billion and not slowing down. "I have heard from other people at the company -- I heard that when they were at about $60 billion of ARR, that they thought they could get to $600 billion in one year." "Meaning they thought they were on that 10x ramp from the middle of this year." "Now they're at over $80 [billion] and it doesn't seem to be slowing down." "So the big question is how fast can they grow next year -- does it go all the way from $100 or $120 [billion] to a trillion dollars?" "Look, if they merely got to $400 to $500 billion, that would make them the biggest software company." Baker: "If they get to $200 billion, that's an amazing outcome."
0:36

David Sacks says he's heard from Anthropic employees who thought they could 10x ARR in one year to $600 billion from when they were at $60 billion, now currently sitting at $80 billion and not slowing down. "I have heard from other people at the company -- I heard that when they were at about $60 billion of ARR, that they thought they could get to $600 billion in one year." "Meaning they thought they were on that 10x ramp from the middle of this year." "Now they're at over $80 [billion] and it doesn't seem to be slowing down." "So the big question is how fast can they grow next year -- does it go all the way from $100 or $120 [billion] to a trillion dollars?" "Look, if they merely got to $400 to $500 billion, that would make them the biggest software company." Baker: "If they get to $200 billion, that's an amazing outcome."

Fireside Alpha

389,147 görüntüleme • 11 gün önce

NEW LONG FORM VIDEO: How FTX went from $32 billion to bankruptcy in 4 days On November 7, 2022, FTX founder and CEO Sam Bankman-Fried posted on Twitter, telling everyone that everything was fine and there was nothing to worry about. Just four days later, the company collapsed. More than a million customers lost access to their money, and $32 billion in value disappeared almost overnight. How does someone who built his entire public image around doing good end up at the center of the biggest financial fraud in America since Enron? On this beautiful morning, we're diving into that story. This is the rise and fall of FTX.
22:33

NEW LONG FORM VIDEO: How FTX went from $32 billion to bankruptcy in 4 days On November 7, 2022, FTX founder and CEO Sam Bankman-Fried posted on Twitter, telling everyone that everything was fine and there was nothing to worry about. Just four days later, the company collapsed. More than a million customers lost access to their money, and $32 billion in value disappeared almost overnight. How does someone who built his entire public image around doing good end up at the center of the biggest financial fraud in America since Enron? On this beautiful morning, we're diving into that story. This is the rise and fall of FTX.

Michael Girdley

19,003 görüntüleme • 1 ay önce

🚨A 25 YEAR OLD BUILT THE FASTEST GROWING SOFTWARE COMPANY IN HISTORY.. WITH ZERO MARKETING SPEND.. AND SPACEX JUST OFFERED $60 BILLION TO BUY IT.. His name is Michael Truell.. He started coding at 11.. Interned at Google at 18.. Dropped out of MIT to start a company that built AI tools for mechanical engineering.. That company failed.. So he pivoted.. And built Cursor.. An AI-powered code editor that writes software for you.. Here's how fast it grew.. $100 million in annual revenue in 12 months.. Fastest in SaaS history.. Broke every record ever set by Slack, Zoom, and Wiz.. $500 million by month 21.. $1 billion by November 2025.. $2 billion by February 2026.. Projected to hit $6 billion by end of year.. Zero marketing spend.. Not a single dollar.. Pure word of mouth from developers who couldn't stop talking about it.. Over 1 billion lines of code accepted per day.. Used by 70% of Fortune 1000 companies.. Every single one of Nvidia's 40,000 engineers uses it.. Coinbase hit 100% adoption among their developers.. And he did this with a team of four MIT co-founders.. One of them was a three-time International Math Olympiad competitor from Pakistan.. Another was a college squash captain with zero startup experience who built the entire product strategy.. They spent zero on sales.. Zero on ads.. Zero on growth hacking.. The product sold itself.. But here's where the story takes a turn nobody expected.. Even at $50 billion valuation.. Even generating billions in revenue.. They hit a wall.. Not a market wall.. A physics wall.. They couldn't get enough GPUs to train their next AI model.. The physical chips didn't exist in sufficient quantities for them to buy.. Money couldn't solve the problem.. Enter Elon Musk.. On April 21.. SpaceX announced a deal to potentially acquire Cursor for $60 billion.. The largest acquisition option in tech history.. The structure is insane.. SpaceX gives Cursor immediate access to Colossus.. xAI's supercomputer equivalent to one million Nvidia H100 GPUs.. For nine months of joint development.. At the end.. SpaceX can buy the company for $60 billion.. If they don't buy it.. They owe Cursor a $10 billion breakup fee.. The largest breakup fee in corporate history.. Think about what that means for Cursor.. Either they get acquired for $60 billion.. Or they walk away with $10 billion in cash and nine months of free training on the most powerful supercomputer on earth.. There is no losing scenario.. And here's why Musk wants it.. SpaceX is preparing for an IPO at $1.75 trillion.. The biggest IPO ever.. But aerospace alone can't justify that number.. By merging xAI into SpaceX.. And now acquiring Cursor.. Musk transforms SpaceX from a rocket company into an AI empire that owns the compute, the models, and the developer tools.. Cursor is the missing piece.. The application layer that puts xAI's models into the daily workflow of every Fortune 500 engineering team.. Oh and one more thing.. In 2022.. FTX's trading firm Alameda Research made a seed investment in Cursor.. During the FTX bankruptcy.. Liquidators sold that stake for $200,000.. That stake is now worth approximately $3 billion.. Sam Bankman-Fried called it the worst liquidation decision in venture capital history.. From a prison cell.. A failed mechanical engineering startup.. Pivoted by four kids from MIT.. Zero marketing.. Zero sales team.. Built the fastest growing software company in history.. And now SpaceX is writing a $60 billion check for it.. This is the most insane founder story in Silicon Valley history.. And most people haven't even heard of Michael Truell.
27:39

🚨A 25 YEAR OLD BUILT THE FASTEST GROWING SOFTWARE COMPANY IN HISTORY.. WITH ZERO MARKETING SPEND.. AND SPACEX JUST OFFERED $60 BILLION TO BUY IT.. His name is Michael Truell.. He started coding at 11.. Interned at Google at 18.. Dropped out of MIT to start a company that built AI tools for mechanical engineering.. That company failed.. So he pivoted.. And built Cursor.. An AI-powered code editor that writes software for you.. Here's how fast it grew.. $100 million in annual revenue in 12 months.. Fastest in SaaS history.. Broke every record ever set by Slack, Zoom, and Wiz.. $500 million by month 21.. $1 billion by November 2025.. $2 billion by February 2026.. Projected to hit $6 billion by end of year.. Zero marketing spend.. Not a single dollar.. Pure word of mouth from developers who couldn't stop talking about it.. Over 1 billion lines of code accepted per day.. Used by 70% of Fortune 1000 companies.. Every single one of Nvidia's 40,000 engineers uses it.. Coinbase hit 100% adoption among their developers.. And he did this with a team of four MIT co-founders.. One of them was a three-time International Math Olympiad competitor from Pakistan.. Another was a college squash captain with zero startup experience who built the entire product strategy.. They spent zero on sales.. Zero on ads.. Zero on growth hacking.. The product sold itself.. But here's where the story takes a turn nobody expected.. Even at $50 billion valuation.. Even generating billions in revenue.. They hit a wall.. Not a market wall.. A physics wall.. They couldn't get enough GPUs to train their next AI model.. The physical chips didn't exist in sufficient quantities for them to buy.. Money couldn't solve the problem.. Enter Elon Musk.. On April 21.. SpaceX announced a deal to potentially acquire Cursor for $60 billion.. The largest acquisition option in tech history.. The structure is insane.. SpaceX gives Cursor immediate access to Colossus.. xAI's supercomputer equivalent to one million Nvidia H100 GPUs.. For nine months of joint development.. At the end.. SpaceX can buy the company for $60 billion.. If they don't buy it.. They owe Cursor a $10 billion breakup fee.. The largest breakup fee in corporate history.. Think about what that means for Cursor.. Either they get acquired for $60 billion.. Or they walk away with $10 billion in cash and nine months of free training on the most powerful supercomputer on earth.. There is no losing scenario.. And here's why Musk wants it.. SpaceX is preparing for an IPO at $1.75 trillion.. The biggest IPO ever.. But aerospace alone can't justify that number.. By merging xAI into SpaceX.. And now acquiring Cursor.. Musk transforms SpaceX from a rocket company into an AI empire that owns the compute, the models, and the developer tools.. Cursor is the missing piece.. The application layer that puts xAI's models into the daily workflow of every Fortune 500 engineering team.. Oh and one more thing.. In 2022.. FTX's trading firm Alameda Research made a seed investment in Cursor.. During the FTX bankruptcy.. Liquidators sold that stake for $200,000.. That stake is now worth approximately $3 billion.. Sam Bankman-Fried called it the worst liquidation decision in venture capital history.. From a prison cell.. A failed mechanical engineering startup.. Pivoted by four kids from MIT.. Zero marketing.. Zero sales team.. Built the fastest growing software company in history.. And now SpaceX is writing a $60 billion check for it.. This is the most insane founder story in Silicon Valley history.. And most people haven't even heard of Michael Truell.

Evan Luthra

989,346 görüntüleme • 4 ay önce

NEW LONG FORM VIDEO: The rise and fall of Groupon: Their $6 billion mistake In December 2010, Google offered $6 billion to buy a two year old coupon website run by a 30 year old college dropout. At the time, it would have been the most expensive acquisition in Google’s history by a wide margin. That founder, Andrew Mason, turned the offer down. He said he wanted to control the company’s destiny. Early on, it looked like he made the right call. The company went public at a $13 billion valuation and became one of the hottest tech stocks on the market. But the success didn’t last. Over the following years, the stock fell more than 80%. The company went into a tailspin and eventually had to do a one for 20 reverse stock split just to keep its share price above $1 and remain listed on the Nasdaq. So what went wrong? This is the rise and fall of Groupon.
15:19

NEW LONG FORM VIDEO: The rise and fall of Groupon: Their $6 billion mistake In December 2010, Google offered $6 billion to buy a two year old coupon website run by a 30 year old college dropout. At the time, it would have been the most expensive acquisition in Google’s history by a wide margin. That founder, Andrew Mason, turned the offer down. He said he wanted to control the company’s destiny. Early on, it looked like he made the right call. The company went public at a $13 billion valuation and became one of the hottest tech stocks on the market. But the success didn’t last. Over the following years, the stock fell more than 80%. The company went into a tailspin and eventually had to do a one for 20 reverse stock split just to keep its share price above $1 and remain listed on the Nasdaq. So what went wrong? This is the rise and fall of Groupon.

Michael Girdley

234,719 görüntüleme • 4 ay önce