Brian Tolkin: evaluation

Transcript context

…Yeah. So I think it's a really good reminder that just when you're taking on something completely different, it may not fit into the way your company operates and partnering makes sense. Anything else there that's interesting to share around the Zillow thing? I guess one is maybe it was just like, I imagine it was very stressful. Zillow's getting into it. "Oh, shit what are we going to do? They got all the traffic." Yeah, anything there? Yeah. I mean, it's certainly stressful. I think in general we try to live by whether Zillow or anybody else being competition aware, but not necessarily competition focused. And the reality is vast, vast in our space. A vast majority of people still move the traditional way. And so this isn't something where it's like the size of the prize isn't particularly large enough short or anything like that. The reality is it's the largest asset classroom in the United States, and if we just stay super focused on, hey, who are the customers that we serve really well that we talk to every day, there's a little bit of confidence that comes from being able to stay focused on that regardless of the competitive environment, again, because it's not like the market is fully saturated. This is the same thing back in the Uber days as well. It's like transportation is almost infinitely large. And so, yes, it feels like there's heated competition between Uber and Lester or whatever back in the day, but the reality is there's plenty of trips that happens and people need to get around sitting in plenty of different ways. That's neither Uber and more Lyft. And staying focused on how you can develop for your customer, I think is the best way to focus. There's a podcast that will come out before this episode with Jeff Weinstein from Stripe who's building Stripe Atlas. They had a similar experience with AngelList launched a direct competitor to Atlas, and then they realized Atlas is so much better. Forget it. We're just going to send everyone to Atlas.…

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