You post your stuff next to shit that people like.

So they think it's cool.

Okay.

And then eventually you take the cool thing away and then your thing's still cool.

And so then they pay a cool premium to buy your thing

versus the other guy's thing that's not cool.

And they keep buying your thing because they feel cool when they buy it.

How's this morning?

Good? Super tactical.

Yes. Okay, good. I always want to make sure we do that. You might be wondering why we kind of organize things this way. Well, first off, it's because we've just iterated it a bunch of times and it worked out. But basically, we wanted to make sure one key thing happens, which is that you allocate resources towards the thing that gives you the highest return. And so fundamentally, the difference between entrepreneurs who move faster versus the ones to move slower is that they actually physically move faster or slower, so they choose the right things to do. And more fundamentally, the difference between entrepreneurs who move faster versus the ones move slower is that they actually physically move faster or slower, so they choose the right

things to do. And more importantly, the things not to do. Because it's, we have set limited resources

and the smaller your businesses, the fewer resources you have. And so you might see Elon and say,

hey, how can Elon have nine billion dollar companies or whatever it is now? Well, he's like 100 children, so who knows? Right? The guy does a lot. But to the same degree, you might only have the resources to do like half of one thing. And we get in trouble when we try and do too much because you just can't do that many things well. And what Elon's kind of superpower is, is more so than anything, obviously he's a great strategy, he's great at promotion, but he's so good at attracting the top talent because people want to work for, you know, one of the smartest human beings ever from a purely technical perspective. And so like that is how he gets his operating leverage. That being said, this is what I wouldn't want to have happen, which is that you go home and then you say, okay, I'm going to start at the top of this list and start working my way down because it means

that you didn't hear anything from this entire two days.

I'd rather you open up a new page and then have the three things that you think will drive

the absolute highest return possible and then forget everything else.

And if it really up to me, I'd rather you pick one of those three things and then cross out the other two.

And so a really wonderful figgy process that I try and exercise a lot because the role that I have sits within most businesses is that I will get brought in

to look at everything and then think, okay, what's our goal? Let's say that we want to triple the business or we believe that we have a triple in us this year. We say, okay, we're the fewest amount of things that would have to happen in order for us to do that. There's, of course, a lot of things that could happen. Because as long as you're not supply constrained, then it's like, well, we could increase our sales conversions. We could increase our traffic. We could have another acquisition channel. We could add more, you know, whatever's, right, in order to increase throughput. But at the end of the day, if there's a way that we can more efficiently do that, meaning if there's just one thing that we could do, like if we only did that and that got us or triple, then why are we talking about everything else? Like, why are we

talking about it? Why wouldn't we just allocate all of our resources to making sure that one thing

actually happened? And I think that is fundamentally why we've been able to move disproportionately

quickly with the businesses that we have. And so with that being said, I've had the distinct

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