Like, we think it's an easier strategy to solve one problem for one customer and do that globally.

But the reality is if you just stay in our market, you're going to have to tilt.

And I think that's still fine to do.

But if you're going to do it,. And I think that's still fine to do, but if you're

going to do it, max as much of the market share in product A before you even use any brain

space to go into product B. And so the blanket statement, if people can't hack it and they leave,

that's great. I think that is just too black and wide. Yes, you want to weed out the week that are not going to be part of the vision and mission.

And we've become so fun, woke and everybody's feelings are valid, and everybody has to fit in, and there's no resilience anymore. No, if you can't handle this, grow up and leave.

It's not for you.

I think people have to take accountability for some of those things,

but at the same time, some founders tend to end up

when they're stressed becoming assholes,

and it's not good for them, and it's not good for the business.

I was reflecting on that call yesterday and why Val crept into my head, but I think it's in there because in the absence of other elements of conviction being true, I just don't have

conviction that they are going to win, which then the vow

becomes an easier thing to hang to as the issue.

They talked about seven powers, and they actually went through seven powers for founders.

The episode was the seven most powerful moats for

AI startups. And they used the Seven Powers as a reference point and they said the one thing

that the book doesn't have as a moat is speed. And so I thought that was really interesting,

given the conversations we have internally about Seven Powers and then obviously this article all coming together into what this team had really talked about.

Well, that was a big bloody yawn.

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