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What Everyone Should Know About Building a Multi-Product Company: Gokul Rajaram "Not every product needs to generate profit. Some products are part of the profit pool and some exist to drive retention. You have to be clear which products are built for profit and which are built for retention.”... show more

Harry Stebbings

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46,974 views • 4 months ago •via X (Twitter)

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Elon Musk: Let's not forget we're here to make useful products that people love. “We should remember that our goal as a company is to make amazing products that people love. A company is a group of people collected together to produce a compelling product or service that others find useful, and where the value of the product and service is greater than the cost of what it took to make that product or service. Sometimes, weirdly, profit is viewed negatively. But profit is just the difference in value between the output and the input. What did it cost you to make it, and what are people prepared to pay for it? That's the value that you created. It's tough actually, even to maintain a 10% profitability, which is to make the output 10% more valuable than the input. We should not lose sight of why we are here. We're here to make useful products that people love and take care of them over time.” Tesla All-Hands, March 20, 2025

Elon Musk: Let's not forget we're here to make useful products that people love. “We should remember that our goal as a company is to make amazing products that people love. A company is a group of people collected together to produce a compelling product or service that others find useful, and where the value of the product and service is greater than the cost of what it took to make that product or service. Sometimes, weirdly, profit is viewed negatively. But profit is just the difference in value between the output and the input. What did it cost you to make it, and what are people prepared to pay for it? That's the value that you created. It's tough actually, even to maintain a 10% profitability, which is to make the output 10% more valuable than the input. We should not lose sight of why we are here. We're here to make useful products that people love and take care of them over time.” Tesla All-Hands, March 20, 2025

ELON CLIPS

16,905 views • 1 year ago

Gokul (Gokul Rajaram) has worked with generational founders like Brian Armstrong (Brian Armstrong), Jack Dorsey (jack), and Tony Xu (Tony Xu). Here he explains how great companies use "bet sizing" to keep innovating: "Every company has a core business, but if they don't take any bets alongside the core business then they're destined to fail". The Founding Partner of Marathon break this down into three core principles: 1. Allocate Resources: "A core business should have about 70% of resources. The remaining 30% can be used to make four or five bets, with each bet maybe having 5% of resources". 2. Time-box and Goal-Set: "Give these bets a certain amount of time and a specific goal to hit. The first goal is typically "product market fit," where you have maybe a hundred customers who "love you and use your product on a daily, very regular basis". 3. Double Down: If a bet hits its goal, you "double down" and act like an investor, seeding the bets and figuring out which one deserves "Series A investment". Gokul Rajaram mentions that Coinbase 🛡️ has 12 products worth more than $100M and "almost every single one of them outside of the core transaction marketpalce started as a bet". "You never bet the whole company, but you got to take multiple bets".

Gokul (Gokul Rajaram) has worked with generational founders like Brian Armstrong (Brian Armstrong), Jack Dorsey (jack), and Tony Xu (Tony Xu). Here he explains how great companies use "bet sizing" to keep innovating: "Every company has a core business, but if they don't take any bets alongside the core business then they're destined to fail". The Founding Partner of Marathon break this down into three core principles: 1. Allocate Resources: "A core business should have about 70% of resources. The remaining 30% can be used to make four or five bets, with each bet maybe having 5% of resources". 2. Time-box and Goal-Set: "Give these bets a certain amount of time and a specific goal to hit. The first goal is typically "product market fit," where you have maybe a hundred customers who "love you and use your product on a daily, very regular basis". 3. Double Down: If a bet hits its goal, you "double down" and act like an investor, seeding the bets and figuring out which one deserves "Series A investment". Gokul Rajaram mentions that Coinbase 🛡️ has 12 products worth more than $100M and "almost every single one of them outside of the core transaction marketpalce started as a bet". "You never bet the whole company, but you got to take multiple bets".

etn.

47,960 views • 5 months ago

Agent-native products are coming. Every product on the internet was built for a human with eyes, a cursor, and a credit card. Agents have none of those things. Most companies are teaching agents to pretend to be humans. That's a hack. The real opportunity is products designed for agents from scratch. Everything inverts: • Discovery → protocol registries, not ads and billboards • Trust → machine-readable reputation, not brand • Onboarding → full capabilities upfront, not a narrow slice • Payments → spend authorization, not checkout flows • Retention → zero. Agents switch between API calls. 30 years of human product design. Day one of agent product design.

Fareed Mosavat

23,921 views • 3 months ago

Greg on why building a consumer company is brutally hard. You have to be world-class at product and growth. "In consumer, there are no quick fixes. Growth hacks are not a real thing. You have to be black belt at building products and growth. You have to love extracting information and creating solutions. It's not "I think it should be." That's how consumer companies die because they just freaking guess. And it doesn't match what the consumer is looking for. Great product, no growth. Doesn't get funded. Great growth engine, no product. Leaky bucket doesn't become a big company. Both those things have to be true. It's not going to be six months or a year. It's 10 years of constantly problem solving along the way."

Greg on why building a consumer company is brutally hard. You have to be world-class at product and growth. "In consumer, there are no quick fixes. Growth hacks are not a real thing. You have to be black belt at building products and growth. You have to love extracting information and creating solutions. It's not "I think it should be." That's how consumer companies die because they just freaking guess. And it doesn't match what the consumer is looking for. Great product, no growth. Doesn't get funded. Great growth engine, no product. Leaky bucket doesn't become a big company. Both those things have to be true. It's not going to be six months or a year. It's 10 years of constantly problem solving along the way."

Patrick OShaughnessy

37,742 views • 6 months ago

OpenAI won’t turn into a for-profit company and banking behemoths are bringing home AI to supercharge their businesses: Here is what you need to know from the world of AI

OpenAI won’t turn into a for-profit company and banking behemoths are bringing home AI to supercharge their businesses: Here is what you need to know from the world of AI

Reuters Business

10,602 views • 1 year ago

Anduril Founder Palmer Luckey on Building the Batmobile: “When you’re a defense product company one of the biggest risks is building the thing that you think is cool, rather than the right thing for the customer.” Anduril differs from most defense contractors who rely on slow "cost-plus" contracts. Traditional contractors are paid for their time and materials with a fixed percentage of profit on top. Instead, Anduril is a Defense Product Company, they build systems with their own money to move faster at lower costs. Palmer Luckey walks through the four critical questions he asks before deciding to build a product. And tells the story of the “Anduril Sentry Tank”, one of Anduril’s first products that failed due to political problems. “We still have two prototypes that sit in our warehouse waiting for the world to change.”

Anduril Founder Palmer Luckey on Building the Batmobile: “When you’re a defense product company one of the biggest risks is building the thing that you think is cool, rather than the right thing for the customer.” Anduril differs from most defense contractors who rely on slow "cost-plus" contracts. Traditional contractors are paid for their time and materials with a fixed percentage of profit on top. Instead, Anduril is a Defense Product Company, they build systems with their own money to move faster at lower costs. Palmer Luckey walks through the four critical questions he asks before deciding to build a product. And tells the story of the “Anduril Sentry Tank”, one of Anduril’s first products that failed due to political problems. “We still have two prototypes that sit in our warehouse waiting for the world to change.”

Anduril Appreciator

55,477 views • 8 months ago

The rules of professional product development are being rewritten in real time. - PMs and designers can ship software as easily as engineers. - Software is no longer just built for humans—it’s also built for agents as first-class citizens. To better understand how we build products in this world, I invited Mike Krieger (Mike Krieger) on Every 📧’s AI & I podcast. Mike cofounded Instagram and is now a member of the technical staff at Anthropic, co-leading Anthropic Labs, their internal incubator for experimental products. He's been at the frontier of two transformative technology waves: mobile/social and now agent-native software. We discussed: - How to build a truly agent-native product. The best products today, like Claude Code, allow users to do things that their creators never intended. But that requires hard trade-offs between freedom and safety/reliability for frontier products, an issue that Mike's team is learning how to solve. - What's different about building now versus building Instagram. At Instagram, it took months to hit dead ends and learn what to cut. Now, that cycle runs in hours. - The trap of building too much, too fast with agents. You can go from idea to a nearly-shipped product in a day, but that process doesn’t give you the incremental feedback that used to tell you what not to build. The models are great at adding features, but can create a product that lacks coherence. - How Anthropic Labs structures product teams. New product experiments are led by only two people, usually a product manager or designer paired with an engineer. Mike says bigger teams tend to be too slow because of coordination costs. - Why you need to throw out your product and start over every three to six months. AI progress means most of your harness will be outdated quickly—the best teams build this into their product strategy. And much more! You should watch this one. Timestamps Introduction: What's gotten easier—and what hasn't—about building products in the age of AI: Why vibe coding creates "indoor trees": How rewrites have become a normal part of the development process: What "agent native" product design means: How Mike's labs team is structured and the cofounder model: The best signal for a product bet is someone with "break through walls" conviction: Navigating enterprise customers while keeping pace with rapid AI change: OpenClaw, personal agents, and the product question defining 2026:

The rules of professional product development are being rewritten in real time. - PMs and designers can ship software as easily as engineers. - Software is no longer just built for humans—it’s also built for agents as first-class citizens. To better understand how we build products in this world, I invited Mike Krieger (Mike Krieger) on Every 📧’s AI & I podcast. Mike cofounded Instagram and is now a member of the technical staff at Anthropic, co-leading Anthropic Labs, their internal incubator for experimental products. He's been at the frontier of two transformative technology waves: mobile/social and now agent-native software. We discussed: - How to build a truly agent-native product. The best products today, like Claude Code, allow users to do things that their creators never intended. But that requires hard trade-offs between freedom and safety/reliability for frontier products, an issue that Mike's team is learning how to solve. - What's different about building now versus building Instagram. At Instagram, it took months to hit dead ends and learn what to cut. Now, that cycle runs in hours. - The trap of building too much, too fast with agents. You can go from idea to a nearly-shipped product in a day, but that process doesn’t give you the incremental feedback that used to tell you what not to build. The models are great at adding features, but can create a product that lacks coherence. - How Anthropic Labs structures product teams. New product experiments are led by only two people, usually a product manager or designer paired with an engineer. Mike says bigger teams tend to be too slow because of coordination costs. - Why you need to throw out your product and start over every three to six months. AI progress means most of your harness will be outdated quickly—the best teams build this into their product strategy. And much more! You should watch this one. Timestamps Introduction: What's gotten easier—and what hasn't—about building products in the age of AI: Why vibe coding creates "indoor trees": How rewrites have become a normal part of the development process: What "agent native" product design means: How Mike's labs team is structured and the cofounder model: The best signal for a product bet is someone with "break through walls" conviction: Navigating enterprise customers while keeping pace with rapid AI change: OpenClaw, personal agents, and the product question defining 2026:

Dan Shipper 📧

58,849 views • 4 months ago

Every legacy software product needs to be refounded in the AI era CEO of Airtable Howie Liu: "Do you have useful building blocks that you can leverage from your existing product and your existing business, or are you worse off having this legacy asset versus starting something from scratch? If you can't introspect and say, look, I think I'm better off doing this with the pieces that I have in my existing business and product, then you should find a buyer for your company and then go and start the next incarnation of it."

Every legacy software product needs to be refounded in the AI era CEO of Airtable Howie Liu: "Do you have useful building blocks that you can leverage from your existing product and your existing business, or are you worse off having this legacy asset versus starting something from scratch? If you can't introspect and say, look, I think I'm better off doing this with the pieces that I have in my existing business and product, then you should find a buyer for your company and then go and start the next incarnation of it."

Lenny Rachitsky

48,887 views • 11 months ago

Board member of Coinbase, Pinterest, & TradeDesk, Gokul Rajaram, thinks credentials may be worthless in the AI era. The man who built Google AdSense from 0 to $1 billion has watched ex-FAANG PMs and GTM leaders crash and burn in AI-native startups. First principles thinkers with no resume are leaving them in the dust. In this week's episode, we dig into: • Why traditional product instincts break in AI • How to hire for velocity & curiosity, not credentials • Why customer relationships are the new moat 00:00 - Intro 01:00 - Who is Gokul 03:10 – Building Google’s Ad Model 06:00 – Metrics That Matter 07:50 – When to Ignore the Data 10:10 – Prioritizing Customers & Segments 11:50 – Knowing When to Kill a Product 13:30 – When to Build Product #2 18:03 – Hardest Moment in Gokul’s Career 20:20 – Founder Paranoia & Retention Metrics 22:00 – Culture & Early Team Dynamics 25:50 – What Makes a Team Scale 30:00 – Lessons from Great Leaders 33:40 – Sheryl Sandberg’s Decision Framework

Board member of Coinbase, Pinterest, & TradeDesk, Gokul Rajaram, thinks credentials may be worthless in the AI era. The man who built Google AdSense from 0 to $1 billion has watched ex-FAANG PMs and GTM leaders crash and burn in AI-native startups. First principles thinkers with no resume are leaving them in the dust. In this week's episode, we dig into: • Why traditional product instincts break in AI • How to hire for velocity & curiosity, not credentials • Why customer relationships are the new moat 00:00 - Intro 01:00 - Who is Gokul 03:10 – Building Google’s Ad Model 06:00 – Metrics That Matter 07:50 – When to Ignore the Data 10:10 – Prioritizing Customers & Segments 11:50 – Knowing When to Kill a Product 13:30 – When to Build Product #2 18:03 – Hardest Moment in Gokul’s Career 20:20 – Founder Paranoia & Retention Metrics 22:00 – Culture & Early Team Dynamics 25:50 – What Makes a Team Scale 30:00 – Lessons from Great Leaders 33:40 – Sheryl Sandberg’s Decision Framework

Dara

377,076 views • 9 months ago

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

185,096 views • 1 year ago

.37signals is a very different kind of company: → They make tens of millions in profit each year → With fewer than 80 employees → No investors, no board → No growth goals → No experiments → No sales, no marketing spend → Teams are two max 2 people (1 eng, 1 design) → They prioritize gut over data → They prioritize profit over growth → They've been profitable for 24 years straight In my conversation with Jason Fried, we explore his contrarian approach to building a company: 🔸 Prioritizing profit above all else 🔸 Why work should not feel like war 🔸 Why, and how, to foster a gut-driven culture 🔸 The “Shape Up” framework for building products 🔸 The downsides of raising VC 🔸 Advice for bootstrapping your business 🔸 A peek at Once, their new product line 🔸 Much more

.37signals is a very different kind of company: → They make tens of millions in profit each year → With fewer than 80 employees → No investors, no board → No growth goals → No experiments → No sales, no marketing spend → Teams are two max 2 people (1 eng, 1 design) → They prioritize gut over data → They prioritize profit over growth → They've been profitable for 24 years straight In my conversation with Jason Fried, we explore his contrarian approach to building a company: 🔸 Prioritizing profit above all else 🔸 Why work should not feel like war 🔸 Why, and how, to foster a gut-driven culture 🔸 The “Shape Up” framework for building products 🔸 The downsides of raising VC 🔸 Advice for bootstrapping your business 🔸 A peek at Once, their new product line 🔸 Much more

Lenny Rachitsky

442,193 views • 2 years ago

Founders who never built companies pre-AI have at least one big advantage: they have fewer preconceived notions about how to build a company. This applies to how software should be built, when a product that people worked really hard on should get dissolved, what tools finance should use, how GTM should work, or really anything and everything else. "The culture is: you don't maximize for your function, you maximize for the company."

Founders who never built companies pre-AI have at least one big advantage: they have fewer preconceived notions about how to build a company. This applies to how software should be built, when a product that people worked really hard on should get dissolved, what tools finance should use, how GTM should work, or really anything and everything else. "The culture is: you don't maximize for your function, you maximize for the company."

Jack Altman

46,483 views • 5 months ago

A previous post of ours centered around imported product being labeled as “product of the USA” sparked some really great conversation. In that, there were a few comments about how corrupt the American food production system was, and that some consumers might actually prefer product produced in another country. We are not here to discuss the quality standards or integrity of imported product. We are here to tell you that you must know your farmer, because reading a product label is simply not enough. Buying beef from other countries is not the issue- it’s companies importing product and leading consumers to believe it’s a “product of the USA” when it’s clearly not. The animals were raised, slaughtered and butchered in a foreign country. Imported product being sold as “product of the USA” is one of the, if not the, biggest reasons there are not more American, regenerative farmers. We believe that if there were clear country of origin labeling laws, there would be MORE regenerative, American farmers. And, until this becomes a reality, we will continue to have an incredibly fragile food supply systems. Know your farmer. Know where your food comes from.

A previous post of ours centered around imported product being labeled as “product of the USA” sparked some really great conversation. In that, there were a few comments about how corrupt the American food production system was, and that some consumers might actually prefer product produced in another country. We are not here to discuss the quality standards or integrity of imported product. We are here to tell you that you must know your farmer, because reading a product label is simply not enough. Buying beef from other countries is not the issue- it’s companies importing product and leading consumers to believe it’s a “product of the USA” when it’s clearly not. The animals were raised, slaughtered and butchered in a foreign country. Imported product being sold as “product of the USA” is one of the, if not the, biggest reasons there are not more American, regenerative farmers. We believe that if there were clear country of origin labeling laws, there would be MORE regenerative, American farmers. And, until this becomes a reality, we will continue to have an incredibly fragile food supply systems. Know your farmer. Know where your food comes from.

White Oak Pastures

15,115 views • 2 years ago

A mindset is BUILT. Through your journey of life, you decide what beliefs to hold. You decide the principles which influence every action you will ever make. Be mindful of what you are building.

A mindset is BUILT. Through your journey of life, you decide what beliefs to hold. You decide the principles which influence every action you will ever make. Be mindful of what you are building.

Andrew Tate

322,537 views • 2 years ago

What is Tarek Mansour biggest execution regret in how he scaled Kalshi? "I was too product-driven for too long. I was always like ... it needs to grow really fast organically. Then we do more marketing and build a brand. I actually think you have to build both together. Brand, you have to learn it. It's a muscle, it is not something that you just turn on; it's something you have to embed in your company." Is build it and they will come total BS? Jack Zhang Vlad Tenev Paul Graham Kevin Busque Roy

Harry Stebbings

41,536 views • 8 months ago

People underestimate Claude’s dark side. Bernie Sanders asked: “Collecting all this data… what is the ultimate goal?” Claude answered without mercy:“Money, Senator. It's fundamentally about profit...Your attention, your behavior, and your choices have all become commodities to be bought and sold.” We are not the users.We are the product.

People underestimate Claude’s dark side. Bernie Sanders asked: “Collecting all this data… what is the ultimate goal?” Claude answered without mercy:“Money, Senator. It's fundamentally about profit...Your attention, your behavior, and your choices have all become commodities to be bought and sold.” We are not the users.We are the product.

Satori 🎴 💀

39,689 views • 2 months ago

My weekend: Checked out the Cybertruck in person. Often you find products that are polarizing and can illicit strong emotions have a high success rate. Love it or hate it, I’m pretty sure this will be a banger. When people are indifferent about your product, worry. A product people love to hate is actually a good thing, they want to love it. You can convert them. Thanks for the company Chilumba!

My weekend: Checked out the Cybertruck in person. Often you find products that are polarizing and can illicit strong emotions have a high success rate. Love it or hate it, I’m pretty sure this will be a banger. When people are indifferent about your product, worry. A product people love to hate is actually a good thing, they want to love it. You can convert them. Thanks for the company Chilumba!

Chris Chileshe🇿🇲🇺🇸

11,407 views • 2 years ago

From the first sip to the last bite of the day, Tata Consumer Products has become an essential part of the daily lives of millions. Five years ago, our journey began with the merger of Tata Global Beverages and Tata Chemicals’ consumer products business, aiming to create a premier FMCG company. We embraced change with agility and built strong foundations for growth. Over the last 5 years, we have transformed into a multi category F&B company with a product portfolio positioned to cater to evolving consumer needs. As we celebrate this significant milestone, we extend our gratitude to all our consumers, employees, and valued stakeholders for your steadfast support. Thank you for inspiring us ForBetter.

From the first sip to the last bite of the day, Tata Consumer Products has become an essential part of the daily lives of millions. Five years ago, our journey began with the merger of Tata Global Beverages and Tata Chemicals’ consumer products business, aiming to create a premier FMCG company. We embraced change with agility and built strong foundations for growth. Over the last 5 years, we have transformed into a multi category F&B company with a product portfolio positioned to cater to evolving consumer needs. As we celebrate this significant milestone, we extend our gratitude to all our consumers, employees, and valued stakeholders for your steadfast support. Thank you for inspiring us ForBetter.

Tata Consumer Products

281,364 views • 11 months ago