Jeff Weinstein: prediction

Transcript context

…Wow, what an alumni group, this collection. We owe ourselves a dinner. We owe ourselves a dinner. Quite a group. And now we have a new person. I technically no longer lead Atlas, so we've hired up a whole team, which is really exciting. And Hayley Halvarsson, who's joined us about a year or two ago, she leads Atlas now and you can find her on Twitter. She's fantastic. We swap jobs over a course of a year, just one month at a time, the roles. And so she worked for me, then I worked for her, and she's gone off to hire some amazing people to run Atlas. So it's really quite a privilege to have these people lead it over time. But it was really important for us to communicate why we were going to run this in an economically viable way, and I think that applies to all products and all businesses. It's like, "Look, if you're a customer acquisition-style product, showcase why this is the best customer acquisition for the dollar for the company. If you are a margin-generating, moat-creating, ecosystem-growing portion of the business, then your metrics have to show it." So you can't just have half the story of just the product quality and the tweets. You have to have the economics. Who else is going to put this much energy into this style of product and that gives us confidence that we should invest it in the long term? Because alternatives can come and go, and I super encourage there to be more Atlas alternatives. That'd be great for founders, but I think over the long term, it'll be difficult to do so because of the business model. There actually was an alternative at one point, AngelList, and then they're like, "No, Stripe is killing it. Let's just send everyone to Atlas."…

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