Evan Spiegel
speaker
1,123 appearances
4 recordings
4 series
first heard Apr 2026
last heard 9 Jul
Evan Spiegel’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 4 in all, peaking in Jul 2026 with 1.
Appearances
They put that content directly
in your field of view rather than requiring you to, like, look down at some little screen or, like, get some text alert or notification.
So I think, you know, frankly, I don't think those use cases are very compelling.
Like, I don't think receiving phone notifications on your face is, like, you know, a valuable...
you know, proposition for most folks.
So I don't think we necessarily have to worry about that because I think most people don't want that.
I think like what is going to be really important with specs is showing people all of the incredible new ways they can hang out and connect together with their friends wearing wearing specs.
But I don't think it'll be, you know, disruptive or notification based or something like that.
One of the
things that I really dislike about the heads up display glasses is when you're looking at the little heads up display in the corner, you're actually looking at your friend's crotch while you're talking to them if you check the heads up display.
So the position is just very strange.
And I don't think that that's something that really is resonating with customers, nor do I think that's something that's going to become like a widespread behavior.
The best sort of like academic overview or summary, I think, comes from a guy, Safi Bakol, who wrote a book called Loonshots.
really worth reading.
It's all about the innovation process.
And actually, when I read it, I was like, oh my gosh, that kind of explains a lot of how we think about innovation at Snap.
And I think to summarize the academic version, we can talk about like what we've developed and built at Snap, but like to summarize, you know, essentially his findings are that, you know,
Basically, if you want to deliver a product at scale, you usually need quite a large organization.
A large organization needs hierarchy and structure, a lot of operational rigor.
And as soon as you have an organization that's very large and very structured like that, people become very focused on getting a promotion, getting into the next step of the hierarchy.
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