Hamilton Helmer

quite a lot of nuance in your understanding of whether you have power to begin with.

And of course, for Uber, it gets into the nature of platforms and exclusiveness of the sets that occupy either side of the platform and whether they overlap and all that kind of stuff.

And so without that nuance, you just, you miss it.

So where we're heading in this conversation is we're saying transforming is a worthwhile topic.

And then we're saying that a starting point is understanding the power of your current business, because if you can build off of that, it creates a wildly preferable risk return prospect for something you're getting into.

And so that then takes us to the next topic, which is

What if you can't build on your current thing and you need to get into something that doesn't build on your current source of power?

And the two of you, with all your interviews, actually have so much.

You know, you have this wealth of information about what goes into people's minds doing that.

But if you think about that.

What are you into?

You're basically, you're starting a new business, right?

Right, exactly.

And so remember that thing I said about the S&P 100?

Yeah.

If you look at what they went into that generated a lot of value and ask the question, could you generalize it all about that?

I'll create some definitions here a little bit, sort of three categories.

If you think of, does it satisfy the same needs or does it use the same skills?

Those are the two dimensions, right?

Because I have a consulting background and the whole world is always two-dimensional, right?