Hamilton Helmer

That was a different business, I'd say, and brutally hard.

And it relied on some capabilities.

So it shows why the capability thing doesn't get you there.

I mean, yeah, some engineering at the time, analog was king there and digital was thought of as a backwater, but it was a very difficult.

And now it's, of course, the source of their profitability.

And like all these things, there were a few principal actors, a few leaders that had they not been there, it's hard to imagine it ever happening.

Some innovative, hard-driving people.

Let me just weigh in here for a sec.

I agree with her sort of leaving it off because to have power, right, you have to have it versus all potential and existing competitors.

The counterpositioning one is typically the type of power that you would have against incumbents.

But it doesn't work against wannabes because they don't have the same problems.

And so the one that you have to think hardest about is versus other companies that are doing it just like you.

And so for Bulmar, it would be Texas Instruments doing calculators.

And so that's why she left it off the list.

So Uber Eats, right?

Right.

But it's more plausible than different geographies.

Ben, that's such a great example because it speaks to the point of the complication of the phenotypes, that until you peel back the covers, it just sounds, oh yeah, Uber Eats and Drivers sounds all the same.

But when you start peeling it back, it may not be.

So what that says is you have to have