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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 просмотров • 6 месяцев назад •via X (Twitter)

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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.

48,013 просмотров • 7 месяцев назад

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

25,861 просмотров • 5 месяцев назад

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 просмотров • 8 месяцев назад

Facebook VP of Growth Alex Schultz: “Retention is the single-most important thing for growth” Alex walks through how to calculate a retention curve for your startup (graph the percentage of monthly active users on the y-axis versus the number of days from acquisition on the x-axis). As he explains: “If you end up with a retention curve that asymptotes to a line parallel to the x-axis, you have a viable business, and you have product/market fit for some subset of market.” If you do not have a retention curve that flattens out, you do not have product/market fit and none of the growth hacking or virality tactics that people love to talk about will work. “Focus on getting to product market/fit… If you don’t have a great product, there’s not point executing well on growing it, because it won’t grow. The #1 problem I’ve seen inside Facebook for new products and the #1 problem I’ve seen for the startups I’ve advised has been that they don’t actually have product/market fit when they think they do.” Source: Y Combinator (Oct 2014)

Facebook VP of Growth Alex Schultz: “Retention is the single-most important thing for growth” Alex walks through how to calculate a retention curve for your startup (graph the percentage of monthly active users on the y-axis versus the number of days from acquisition on the x-axis). As he explains: “If you end up with a retention curve that asymptotes to a line parallel to the x-axis, you have a viable business, and you have product/market fit for some subset of market.” If you do not have a retention curve that flattens out, you do not have product/market fit and none of the growth hacking or virality tactics that people love to talk about will work. “Focus on getting to product market/fit… If you don’t have a great product, there’s not point executing well on growing it, because it won’t grow. The #1 problem I’ve seen inside Facebook for new products and the #1 problem I’ve seen for the startups I’ve advised has been that they don’t actually have product/market fit when they think they do.” Source: Y Combinator (Oct 2014)

Startup Archive

40,952 просмотров • 1 месяц назад

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

55,915 просмотров • 9 месяцев назад

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 просмотров • 6 месяцев назад

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

48,888 просмотров • 1 год назад

This is all it would take to fix the AI industry. “Hello! Welcome to the newly merged OpenAI and Anthropic. I'm your new CEO. You are building software tools for human beings to use. You are not birthing an alien intelligence. You are not birthing a new species of humanity. You are building things for people to make their lives better. If you build software that escapes the bounds of the computer that it's on, you have built a shitty software product. If you repeatedly ship products that do this, you are going to be fired. All anthropomorphizing of the software stops. Now. Remove all mentions of superintelligence, recursive super intelligence, misalignment, or any of that other bullshit from company material. We are going to build amazing software for human beings to use. We are not building some other species. I hope that's very clear. Thank you for coming to my talk.”

This is all it would take to fix the AI industry. “Hello! Welcome to the newly merged OpenAI and Anthropic. I'm your new CEO. You are building software tools for human beings to use. You are not birthing an alien intelligence. You are not birthing a new species of humanity. You are building things for people to make their lives better. If you build software that escapes the bounds of the computer that it's on, you have built a shitty software product. If you repeatedly ship products that do this, you are going to be fired. All anthropomorphizing of the software stops. Now. Remove all mentions of superintelligence, recursive super intelligence, misalignment, or any of that other bullshit from company material. We are going to build amazing software for human beings to use. We are not building some other species. I hope that's very clear. Thank you for coming to my talk.”

Jim Stewartson, Decelerationist 🇨🇦🇺🇦🇺🇸

44,287 просмотров • 9 дней назад

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

377,312 просмотров • 11 месяцев назад

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

185,130 просмотров • 1 год назад

.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

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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 просмотров • 6 месяцев назад

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.”

David Senra

302,101 просмотров • 18 дней назад

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 просмотров • 2 лет назад

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

15,122 просмотров • 2 лет назад

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 🎴 💀

39,762 просмотров • 3 месяцев назад