Chamath Palihapitiya

And so that's at the heart of what GEICO does.

That's why I started this company 13 years ago with this premise of data matters as it relates to being able to have all the gains that you see in software.

That's right.

We build the robots and the sensors that go around and look at diagnosing the health of the built world.

That means just like understanding and getting the largest inventory and database of information about the health of built structures, bridge, dams, submarine, whatever it is.

Now, along that journey, you're able to figure out that if you centralize all that information and data and then layer on top of that operational data, which exists, you know,

for the most part, is a decent infrastructure of sensor data at these companies.

Well, wow, you get to make some pretty interesting decisions because you can figure out how to extend the useful life of an asset.

And if I push an asset harder, can I produce more?

My focus is how do I help to create cleaner as well as more barrels per day and at lower costs.

Robots should be dedicated to figuring out how to solve for the business problem, what is the fundamental business problem that the customer is trying to solve for.

If it's making a barrel or making a kilowatt or getting a ship out of dry dock faster, that is our initiative and our goal as a company to build robotic solutions towards that.

Now, we haven't gotten into building the humanoids or playing the humanoid game.

And that's actually, when I was on your podcast, actually the summit, I talked about we're going to be the biggest purchasers of the autonomous robot.

It's because the real question is how do you actually employ robots?

How do you get robots to return ROI?

Because folding laundry and cleaning dishes is not a high ROI use case.

It's going to be the companies.

That's a $20 an hour use case.

You're not going to pay $40,000 or $20,000, whatever it is.