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The problem we're seeing with Cracker Barrel and Bud Light is they hired CEOs who really aren't consumers of their product. If I'm a CEO tasked with boosting a product that I love, my first idea wouldn't be to change everything about it. It would be to emphasize what... show more

Kari Lake

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314,791 görüntüleme • 1 yıl önce •via X (Twitter)

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It is time! Full prototype product review of THE BASEMENT’s🛋 soon to be first physical product! I have to give major credit and thanks to the designer and creator M̶∀z̶i̶ ! He’s Great to work with and very transparent about everything. Enjoy everyone!

It is time! Full prototype product review of THE BASEMENT’s🛋 soon to be first physical product! I have to give major credit and thanks to the designer and creator M̶∀z̶i̶ ! He’s Great to work with and very transparent about everything. Enjoy everyone!

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Zach who built Cal AI and sold it for millions at 19 says: solving your own problem is the cheat code because product and marketing collapse into the same challenge: "If you're really solving your own problem, it really makes everything fall into place because you know exactly what you would want out of the product you're building. So it makes the app design very intuitive." "With the marketing, you know exactly who you're marketing to because it's marketing to yourself. And so you know exactly the pain points that you hit on." "If you don't know the idea to necessarily look for something that would actually help you. It's a great way to start."

Zach who built Cal AI and sold it for millions at 19 says: solving your own problem is the cheat code because product and marketing collapse into the same challenge: "If you're really solving your own problem, it really makes everything fall into place because you know exactly what you would want out of the product you're building. So it makes the app design very intuitive." "With the marketing, you know exactly who you're marketing to because it's marketing to yourself. And so you know exactly the pain points that you hit on." "If you don't know the idea to necessarily look for something that would actually help you. It's a great way to start."

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The CEO of Real Vision says Hyperliquid is a niche product with no competitive advantage. "If I don't use it, I wouldn't buy it, and I'm just not a trader. I don't use perps; I don't use leverage." "Hyperliquid $HYPE is a great niche product within a broader ecosystem, but it has no real moat around it. Robinhood is going to come after that as fast as they can and eventually Coinbase too" Thoughts?

The CEO of Real Vision says Hyperliquid is a niche product with no competitive advantage. "If I don't use it, I wouldn't buy it, and I'm just not a trader. I don't use perps; I don't use leverage." "Hyperliquid $HYPE is a great niche product within a broader ecosystem, but it has no real moat around it. Robinhood is going to come after that as fast as they can and eventually Coinbase too" Thoughts?

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Elon Musk on the first principles mistake almost everyone makes when building something "People will start with the tools and parts and methods they're familiar with, and try to create a product using their existing tools. The other way is to imagine the platonic ideal of the perfect product. What is the perfect arrangement of atoms that would be the best possible product? And now figure out how to get the atoms in that shape" Lex: "It sounds almost like Rick and Morty absurd until you really think about it. If you don't, you might fall victim to the momentum of the way things were done in the past" "Just as a function of inertia, people use the same tools and methods they're familiar with, which leads to things that can be made with those tools, but is unlikely to be the perfect product" "That theoretical perfect product is a moving target, because as you learn more, the definition changes. You don't actually know what the perfect product is, but you can successfully approximate a more perfect product. People very rarely think about it that way, but it's a powerful tool"

Elon Musk on the first principles mistake almost everyone makes when building something "People will start with the tools and parts and methods they're familiar with, and try to create a product using their existing tools. The other way is to imagine the platonic ideal of the perfect product. What is the perfect arrangement of atoms that would be the best possible product? And now figure out how to get the atoms in that shape" Lex: "It sounds almost like Rick and Morty absurd until you really think about it. If you don't, you might fall victim to the momentum of the way things were done in the past" "Just as a function of inertia, people use the same tools and methods they're familiar with, which leads to things that can be made with those tools, but is unlikely to be the perfect product" "That theoretical perfect product is a moving target, because as you learn more, the definition changes. You don't actually know what the perfect product is, but you can successfully approximate a more perfect product. People very rarely think about it that way, but it's a powerful tool"

Jaynit

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Every company says they have Forward-Deployed Engineers now. ElevenLabs CEO and former Palantir Deployment Strategist Mati Staniszewski gives one of the best explanations of what an FDE is—and says companies are missing the key piece of what actually makes FDEs valuable: “In our case, FDEs are part of the product team. They are not part of the go-to-market team. They are deeply embedded in understanding what the roadmap of the product is.” “You want all the FDEs to actually solve the customer problem and stretch your product in that direction. But the second thing you want them to do is bring any of that knowledge back to the product, so the product becomes better for the next generation of companies building on top of it. I feel like the second part is frequently missed.” “The beauty of that is—everybody benefits because you work with one customer, learn, and you bring that into the product experience. Both of those customers benefited from having their product optimized for better work.” “The domain expertise they have is still theirs. They can win based on their domain expertise. But the product experience of how you build based on that domain expertise can be abstracted, and can be reusable.”

Every company says they have Forward-Deployed Engineers now. ElevenLabs CEO and former Palantir Deployment Strategist Mati Staniszewski gives one of the best explanations of what an FDE is—and says companies are missing the key piece of what actually makes FDEs valuable: “In our case, FDEs are part of the product team. They are not part of the go-to-market team. They are deeply embedded in understanding what the roadmap of the product is.” “You want all the FDEs to actually solve the customer problem and stretch your product in that direction. But the second thing you want them to do is bring any of that knowledge back to the product, so the product becomes better for the next generation of companies building on top of it. I feel like the second part is frequently missed.” “The beauty of that is—everybody benefits because you work with one customer, learn, and you bring that into the product experience. Both of those customers benefited from having their product optimized for better work.” “The domain expertise they have is still theirs. They can win based on their domain expertise. But the product experience of how you build based on that domain expertise can be abstracted, and can be reusable.”

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Trump says he's going to tariff all smartphones: "It would be also Samsung and anybody that makes that product, otherwise it wouldn't be fair. So anybody that makes that product. And that'll start on I guess the end of June ... when they build the plant here there's no tariff."

Trump says he's going to tariff all smartphones: "It would be also Samsung and anybody that makes that product, otherwise it wouldn't be fair. So anybody that makes that product. And that'll start on I guess the end of June ... when they build the plant here there's no tariff."

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" It is not possible to make great products if the people who work on it do not give a shit about the product. And I actually think this is a very important role for product leaders—to make sure that the team gives a shit." — tobi lutke

" It is not possible to make great products if the people who work on it do not give a shit about the product. And I actually think this is a very important role for product leaders—to make sure that the team gives a shit." — tobi lutke

Lenny Rachitsky

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Michael Seibel on how to get and test startup ideas As the former CEO of Y Combinator puts it in the clip below: “There’s a common misconception that your idea has to be great to start a company, and the first thing I want to do is destroy that misconception.” Michael was one of the cofounders of JustinTV, which later become Twitch and sold to Amazon for almost $1B. Their original idea was to create an online reality TV show—very different from where Twitch eventually ended up. Rather than falling for the trap of thinking that your initial startup idea has to be great, Michael advises founders to start with a problem: “Starting with ideas is tricky because people immediately want to grade your idea. It’s a lot easier to start with a problem and think about how you grade a problem.” Ideally the problem you set out to solve is one you've experienced personally or have some sort of connection to. You should ask yourself: “why am I uniquely qualified to work on this problem?” Is there some unique angle or approach you're taking to the problem that you understand but you don't believe others understand? Peter Thiel argues that “great companies have secrets: specific reasons for success that other people don’t see." After identifying a problem, you’ll want to start thinking about your MVP. What's the first solution you're going to build and release to see if you can help your initial users solve this problem? But don’t fall in love with your MVP. As Michael puts it: “A lot of people fall in love with their product and are not in love with their problem or their customer. I advise the opposite. Be in love with your problem. Be in love with your customer. And treat your product in a way that can change, develop, and improve.” And once you have an MVP, you should have a strong opinion about who your initial customer is and handpick all of your initial users. The goal with an MVP is not to see how many people want to use your product. It's to see if your solution actually solves the problem for your initial target customers. “The best startups very heavily filter the people who are able to use the initial product and make sure that they’re the right type of initial customer.”

Michael Seibel on how to get and test startup ideas As the former CEO of Y Combinator puts it in the clip below: “There’s a common misconception that your idea has to be great to start a company, and the first thing I want to do is destroy that misconception.” Michael was one of the cofounders of JustinTV, which later become Twitch and sold to Amazon for almost $1B. Their original idea was to create an online reality TV show—very different from where Twitch eventually ended up. Rather than falling for the trap of thinking that your initial startup idea has to be great, Michael advises founders to start with a problem: “Starting with ideas is tricky because people immediately want to grade your idea. It’s a lot easier to start with a problem and think about how you grade a problem.” Ideally the problem you set out to solve is one you've experienced personally or have some sort of connection to. You should ask yourself: “why am I uniquely qualified to work on this problem?” Is there some unique angle or approach you're taking to the problem that you understand but you don't believe others understand? Peter Thiel argues that “great companies have secrets: specific reasons for success that other people don’t see." After identifying a problem, you’ll want to start thinking about your MVP. What's the first solution you're going to build and release to see if you can help your initial users solve this problem? But don’t fall in love with your MVP. As Michael puts it: “A lot of people fall in love with their product and are not in love with their problem or their customer. I advise the opposite. Be in love with your problem. Be in love with your customer. And treat your product in a way that can change, develop, and improve.” And once you have an MVP, you should have a strong opinion about who your initial customer is and handpick all of your initial users. The goal with an MVP is not to see how many people want to use your product. It's to see if your solution actually solves the problem for your initial target customers. “The best startups very heavily filter the people who are able to use the initial product and make sure that they’re the right type of initial customer.”

Startup Archive

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Elon Musk: Work on products that you personally love, that you feel really need to exist. “You want to focus on something that you are personally passionate about, that you personally care about. It's very hard to be motivated for a product that you don't really feel strongly about. And it doesn't have to be high-tech. It could be in any field. It's got to be a product that you feel really needs to be there, that you personally love. And I would listen to your instincts. Do you love this product or service? Because it's kind of impossible to know what do other people love. But if you love it, that's a good sign. A good test would be that you can't wait for this product to be on the market. And if that's the case, you're going in the right direction.” Interview at Viva Tech Paris, June 16, 2023

Elon Musk: Work on products that you personally love, that you feel really need to exist. “You want to focus on something that you are personally passionate about, that you personally care about. It's very hard to be motivated for a product that you don't really feel strongly about. And it doesn't have to be high-tech. It could be in any field. It's got to be a product that you feel really needs to be there, that you personally love. And I would listen to your instincts. Do you love this product or service? Because it's kind of impossible to know what do other people love. But if you love it, that's a good sign. A good test would be that you can't wait for this product to be on the market. And if that's the case, you're going in the right direction.” Interview at Viva Tech Paris, June 16, 2023

ELON CLIPS

36,448 görüntüleme • 1 yıl önce

Shopify CEO Tobi Lutke: It’s impossible to make great products if you don’t give a sh*t “Every product in the world, at the end of the day, is simply a reflection of how much the people who created it gave a sh*t… It is not possible to make great products if the people who work on it do not give a sh*t about the product.” Tobi continues: “I actually think this is a very important role for product leaders: To make sure that the team gives a sh*it… The product leader has to give a sh*t. Do not engage in work on a product that you don’t care about.” Tobi believes anyone who wants to build great products has two roles: 1. “You have to understand the thing that’s being done better than everyone else.” 2. “You’ve got to be exothermically infectious with actually caring about this thing because just that one thing alone will make a 10x better product. It’s crazy how much of a change this makes.” Video source: Lenny Rachitsky (2025)

Shopify CEO Tobi Lutke: It’s impossible to make great products if you don’t give a sht “Every product in the world, at the end of the day, is simply a reflection of how much the people who created it gave a sht… It is not possible to make great products if the people who work on it do not give a sht about the product.” Tobi continues: “I actually think this is a very important role for product leaders: To make sure that the team gives a shit… The product leader has to give a sh*t. Do not engage in work on a product that you don’t care about.” Tobi believes anyone who wants to build great products has two roles: 1. “You have to understand the thing that’s being done better than everyone else.” 2. “You’ve got to be exothermically infectious with actually caring about this thing because just that one thing alone will make a 10x better product. It’s crazy how much of a change this makes.” Video source: Lenny Rachitsky (2025)

Startup Archive

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From Eric Vishria on how the top AI founders are building products completely opposite of the SaaS era: "One of the things that is really different in the AI world versus the SaaS world, is that in the SaaS world, over and over again, you had people who really understood the customer. And the problem. And then they understood a domain. They understood what the technology was more or less capable of. But it wasn't a real question of if you could build something or not. For example, take Salesforce, Workday, and ServiceNow. CRM existed before Salesforce. HR management existed before Workday. Same thing with ServiceNow. So in every case, Salesforce followed Siebel. Workday followed Peoplesoft. ServiceNow followed Peregrine and Remedy, and others. So they were just kind of, cloud SaaS versions of the prior generation product. They just understood the customers. They understood the problem. And they were just like, here's a better version. And that evolved a little bit over time in SaaS land. But that's what it is. And so product development in that way was done by people who really understood the customer and the problems. And then just took advantage of the next wave. And this is almost diametrically opposite of product development in the AI era. When I look at the teams that are having the most success today, they have intimate knowledge of the models. They are right on the frontier of understanding which models are better at what, and why, and when. And what they're going to be good at and what they're not going to be good at. And what they're spending their time on, is figuring out how do I apply this capability of this model to this domain or to this user. So they're actually working inside out or technology out, versus customer problem in. And of course, they understand the customer problem. And a lot of times they have firsthand knowledge of it. But they're really close to the metal and capability, and they're applying it. And I think this is a really different way to develop products than in SaaS. I started my career as a product manager a long time ago, and it's almost the complete opposite of everything you learned. "Listen to the customer, understand it, then bring it back to the engineering and product teams." If you did that right now, ask a bunch of customers what they want out of AI, and you brought it back, for the most part, it may not be possible today with today's technology. Whereas the teams that are winning right now really understand the technology and are applying it out. And so I think this reversal matters. I think it's a big difference in terms of how companies are getting built. And maybe even the types of entrepreneurs that will be successful. I'm not sure. You're seeing some real change there. Look at the Bret Taylor's at Sierra. That's a super, super technical founder who really gets it. Brett and Clay really get it. You look at Michael and his co-founders at Cursor. They're super technical founders and they get it. They all really understand what these things can and can't do. And that's a pretty different dynamic relative to the way the best SaaS companies got built." Link in bio for the full conversation going deep on the current class of startups going from zero to $100m+ in ARR within 12 months.

From Eric Vishria on how the top AI founders are building products completely opposite of the SaaS era: "One of the things that is really different in the AI world versus the SaaS world, is that in the SaaS world, over and over again, you had people who really understood the customer. And the problem. And then they understood a domain. They understood what the technology was more or less capable of. But it wasn't a real question of if you could build something or not. For example, take Salesforce, Workday, and ServiceNow. CRM existed before Salesforce. HR management existed before Workday. Same thing with ServiceNow. So in every case, Salesforce followed Siebel. Workday followed Peoplesoft. ServiceNow followed Peregrine and Remedy, and others. So they were just kind of, cloud SaaS versions of the prior generation product. They just understood the customers. They understood the problem. And they were just like, here's a better version. And that evolved a little bit over time in SaaS land. But that's what it is. And so product development in that way was done by people who really understood the customer and the problems. And then just took advantage of the next wave. And this is almost diametrically opposite of product development in the AI era. When I look at the teams that are having the most success today, they have intimate knowledge of the models. They are right on the frontier of understanding which models are better at what, and why, and when. And what they're going to be good at and what they're not going to be good at. And what they're spending their time on, is figuring out how do I apply this capability of this model to this domain or to this user. So they're actually working inside out or technology out, versus customer problem in. And of course, they understand the customer problem. And a lot of times they have firsthand knowledge of it. But they're really close to the metal and capability, and they're applying it. And I think this is a really different way to develop products than in SaaS. I started my career as a product manager a long time ago, and it's almost the complete opposite of everything you learned. "Listen to the customer, understand it, then bring it back to the engineering and product teams." If you did that right now, ask a bunch of customers what they want out of AI, and you brought it back, for the most part, it may not be possible today with today's technology. Whereas the teams that are winning right now really understand the technology and are applying it out. And so I think this reversal matters. I think it's a big difference in terms of how companies are getting built. And maybe even the types of entrepreneurs that will be successful. I'm not sure. You're seeing some real change there. Look at the Bret Taylor's at Sierra. That's a super, super technical founder who really gets it. Brett and Clay really get it. You look at Michael and his co-founders at Cursor. They're super technical founders and they get it. They all really understand what these things can and can't do. And that's a pretty different dynamic relative to the way the best SaaS companies got built." Link in bio for the full conversation going deep on the current class of startups going from zero to $100m+ in ARR within 12 months.

The Peel

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Marc Andreessen on the 3 things he looks for when investing in a startup The first thing Marc Andreesen looks for is a big market: “Is there a big existing market that you think you can go after and displace incumbents? Or do you believe there will be a new market that will be big?” The second thing he looks for is a 10x better product: “Is there a fundamental technology or economic change that justifies a new company? And the way I always think about that is: Is there a 10x change happening in the technology landscape? Is something 10x faster, 10x cheaper, or 10x better? If it’s not 10x, we as both VCs and entrepreneurs have to ask ourselves if it’s really worth doing because it’s really hard to start new companies . . . Existing companies are usually pretty good at what they do. So for a new company to exist, it has to bring a product to market that’s so much better than what exists that it punches through the status quo.” The third is the team: “Is the team outstanding? . . . You want to have a founding team of complementary skillsets. You want to have at least one super strong technologist — quite possibly more than one. Some of the best startups are actually more than one founding technologist. And then it often helps to have someone who is a marketing or salesperson who has a really good understanding of business.” Marc believes that you need all three of these, but if you’re going to compromise on one of those as an investor, it should be the product: “A great market is a lot easier to make up for with iterative product execution. The problem with a poor or small market is that even if you do a good job on the product, there just aren’t that many customers so it’s hard to ever get big and people get demoralized . . . And then we evaluate the team of a startup by its ability to get into a big market with a good product.”

Marc Andreessen on the 3 things he looks for when investing in a startup The first thing Marc Andreesen looks for is a big market: “Is there a big existing market that you think you can go after and displace incumbents? Or do you believe there will be a new market that will be big?” The second thing he looks for is a 10x better product: “Is there a fundamental technology or economic change that justifies a new company? And the way I always think about that is: Is there a 10x change happening in the technology landscape? Is something 10x faster, 10x cheaper, or 10x better? If it’s not 10x, we as both VCs and entrepreneurs have to ask ourselves if it’s really worth doing because it’s really hard to start new companies . . . Existing companies are usually pretty good at what they do. So for a new company to exist, it has to bring a product to market that’s so much better than what exists that it punches through the status quo.” The third is the team: “Is the team outstanding? . . . You want to have a founding team of complementary skillsets. You want to have at least one super strong technologist — quite possibly more than one. Some of the best startups are actually more than one founding technologist. And then it often helps to have someone who is a marketing or salesperson who has a really good understanding of business.” Marc believes that you need all three of these, but if you’re going to compromise on one of those as an investor, it should be the product: “A great market is a lot easier to make up for with iterative product execution. The problem with a poor or small market is that even if you do a good job on the product, there just aren’t that many customers so it’s hard to ever get big and people get demoralized . . . And then we evaluate the team of a startup by its ability to get into a big market with a good product.”

Startup Archive

17,333 görüntüleme • 8 ay önce

These ‘crunchy moms’ believe that if you hold a food product and it makes you sway forward, it’s good for you. If it makes you sway backward, it’s not. • Pretend they are lurking in the replies. What would you say to these two?

These ‘crunchy moms’ believe that if you hold a food product and it makes you sway forward, it’s good for you. If it makes you sway backward, it’s not. • Pretend they are lurking in the replies. What would you say to these two?

Amiri King

420,730 görüntüleme • 1 yıl önce

Head coach Dave Aranda's full quote on what he would say to frustrated fans: "We’ve got a bunch of really, really good people in the program that are doing everything they can to get wins and to make it an entertaining product for the fans. It means so much when there are fans there and there’s a home-field environment. I look at the guys that are on our team right now, who have been through so much and are such quality football — really good football players — more than that, but just quality people. They’re the type of people that maybe some of the people who are talking about them knew them better, would be all for them, and support them no matter what. I think for them, to have it where their work is being rewarded with people that got their back in a critical game would be cool, but I understand what you’re saying. I can definitely see that."

Head coach Dave Aranda's full quote on what he would say to frustrated fans: "We’ve got a bunch of really, really good people in the program that are doing everything they can to get wins and to make it an entertaining product for the fans. It means so much when there are fans there and there’s a home-field environment. I look at the guys that are on our team right now, who have been through so much and are such quality football — really good football players — more than that, but just quality people. They’re the type of people that maybe some of the people who are talking about them knew them better, would be all for them, and support them no matter what. I think for them, to have it where their work is being rewarded with people that got their back in a critical game would be cool, but I understand what you’re saying. I can definitely see that."

Baylor Bears on SicEm365

13,294 görüntüleme • 11 ay önce

Sequoia's Ravi Gupta and Pat Grady on potential layoffs and why the AI doomers are wrong: "Technology is neither good nor bad, it's what we do with it. The same technology that powers a nuclear bomb can power a nuclear power plant." "A lot of what people are doing when they go and talk about the technology is they talk about all the things that might happen. I would rather us talk about the fact that it's going to get more and more powerful, and it's more and more incumbent on all of us to make sure we use it for something great." "If I could give my kids one thing, it wouldn't be kindness. It wouldn't be curiosity. It would be agency. The technology is going to be what all of us make of it."

Sequoia's Ravi Gupta and Pat Grady on potential layoffs and why the AI doomers are wrong: "Technology is neither good nor bad, it's what we do with it. The same technology that powers a nuclear bomb can power a nuclear power plant." "A lot of what people are doing when they go and talk about the technology is they talk about all the things that might happen. I would rather us talk about the fact that it's going to get more and more powerful, and it's more and more incumbent on all of us to make sure we use it for something great." "If I could give my kids one thing, it wouldn't be kindness. It wouldn't be curiosity. It would be agency. The technology is going to be what all of us make of it."

TBPN

21,055 görüntüleme • 9 ay önce

Elon Musk to entrepreneurs: Listen to your instincts! “You want to focus on something that you are personally passionate about, that you personally care about. It's very hard to be motivated for a product that you don't really feel strongly about. It doesn't have to be high-tech. It could be in any field. It's got to be a product that you feel really needs to be there and something that you personally love. I would listen to your instincts. Do you love this product or service? Because it's impossible to know what do other people love. But if you love it, that's a good sign. And that could be small to large, of any kind, in any field. A good test would be that you can't wait for this product to be on the market. If that's the case, you're going in the right direction.” Viva Technology, Paris, June 16, 2023

Elon Musk to entrepreneurs: Listen to your instincts! “You want to focus on something that you are personally passionate about, that you personally care about. It's very hard to be motivated for a product that you don't really feel strongly about. It doesn't have to be high-tech. It could be in any field. It's got to be a product that you feel really needs to be there and something that you personally love. I would listen to your instincts. Do you love this product or service? Because it's impossible to know what do other people love. But if you love it, that's a good sign. And that could be small to large, of any kind, in any field. A good test would be that you can't wait for this product to be on the market. If that's the case, you're going in the right direction.” Viva Technology, Paris, June 16, 2023

ELON CLIPS

106,592 görüntüleme • 1 yıl önce

Elon tonight on the Model S and Model X: "Those cars were made with love; That's at the heart of any great product. If the employees making it genuinely love the product, when you genuinely love your kids, you care about things in a different way; You do things to make the product amazing because you love it. And that's what translates to people wanting the product."

Elon tonight on the Model S and Model X: "Those cars were made with love; That's at the heart of any great product. If the employees making it genuinely love the product, when you genuinely love your kids, you care about things in a different way; You do things to make the product amazing because you love it. And that's what translates to people wanting the product."

Sawyer Merritt

11,925,741 görüntüleme • 4 ay önce

What CEOs Think of Us Alex Stein discusses the Burger King CEO throwing his hat in the ring as it relates to advertising a product. Furthermore, he wonders if instances like these are even genuine. Alex Stein #99 After Hours with Alex Stein #99

What CEOs Think of Us Alex Stein discusses the Burger King CEO throwing his hat in the ring as it relates to advertising a product. Furthermore, he wonders if instances like these are even genuine. Alex Stein #99 After Hours with Alex Stein #99

Real America's Voice (RAV)

12,438 görüntüleme • 7 ay önce