Azeem Azhar

I think DoorDash, which is a YC company, a successful food delivery company, was originally called something like Paolo Alto Pizza Delivery or something like that.

I mean, because that's what they did.

And I found it quite surprising over the last year or two that they had gone so broad.

And I think one thing that this X-ray of the business showed

was that there is something appealing about the way Dario has run Anthropic in terms of its really deep focus, which means that lots of the speculative investments that you might need, either in product to consumerize or in sales and marketing and awareness, you don't need to make, right?

You're able to focus a little bit more tightly.

And that showed that there is another path.

So I found the, I mean, I certainly learned a lot from it and observing the hard work that Hannah and Jaime were doing.

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I think one interesting thing to do would be to figure out how large enterprises move from model to model when a model release emerges.

And what we saw with Opus 4.6, which is a new anthropic model that was released recently,

Ages ago, I think the day before you recorded this, it's probably been superseded by something, was that 4.6 was not accompanied by the usual list of 50 great software companies from Replit to Notion to others saying we're using 4.6 from the get-go.

I don't think that's to say...

They're not going to, but it's more to say that there are still change costs associated because a better model is not better in every direction.

And there may be certain classes of prompts or bits of your workflow where it doesn't do as well as the one that you've tested it.

And so there is this balance between

Do you exploit what you know or do you explore with the new model?

And I've certainly found that.

So we have a whole load of agentic flows or workflows or decision systems that run, that are still running on things like Gemini 2.5 Flash because they do it reliably and we don't benefit at all

from a better model on that particular use case.