Alessio Fanelli: belief

Transcript context

…right, you become like, or literally the same similar names, like,? I think my biggest advice, in this, like, almost like commercialization of technology is I think often the that constraint, so we talked about, like, hardware constraints, or we talked about, there’s also, like, on the commercial side, there’s constraints, which is we’re gonna only do things that fit in this box. That is, I think very good for founders. The reason I think it’s not often focused on is because you have plenty of access to capital, and the technical problems are so hard you’re like, “I already have a constraint,” which is just getting this technical problem solved, and I think the venture community, generally speaking, tends to be not very technical. For them, if you just say, “If we solve this thing, it’s gonna be a lot of money,” that’s kind of enough for them, but you as a founder, I’m not giving you advice on how to pitch VCs. That’ll work for VCs. You still gotta run a sustainable business. And I think we’re really in that, question you asked earlier about kind of, what’s maybe not obvious about our company. It’s like this is truly compounding technology. A lot of the work that we do just compounds. we don’t throw it away. It gets better. The operating system work gets better. The dev tooling gets better. The models get better, and so we’re really gonna get a hu- I think you see it in Waymo as an example. Like, Waymo is a company that is, I would say, very interesting for a long time, but not worth one hundred and twenty-six billion dollars, right? So what happens, like, is that the human brain just doesn’t emotionally understand the compounding effects, so that’s gonna happen in our universe. So now if you’re a founder, you’re at the beginning of that long, walk. If you can put a little constraint on commercials that has a small ability for you to more likely see the other end of that, the that walk, ‘cause if you can get to the other end, you will get the big return from compounding technology. Just a lot of people just don’t make it. So yeah. summarize, like, think a little bit about the equation of how you use money and where you use the limited resources and limited engineers that you have. I think sometimes then founders falsely kind of take very mature companies’ strategies and then apply to their, like, nascent. They’re like, “Oh, well, Steve Jobs says be completely vertical.” Well, yeah, in 2007, Apple is very different than 1978 and 1982. Those companies were different. They were literally just taking electronics from other manufacturers and just putting it in an enclosure. And so just be a bit more like, I don’t know, be a bit more nuanced in your, in your commercial approach as it informs your technical approach. Do you feel differently today? Like, you just joined X, right? You’ve been building this company you’ve been building this company in stealth, and now you’re like, “Well, I should probably be talking about what I’m doing. ” I think a lot of founders are in a similar way where they wanna raise a lot of money to signal they’re strong, and you raise a lot of money without spending it. And to hire. And to hire, yeah.…

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