Jason Lemkin

But sometimes they're not the most creative person in the organization.

But sometimes they're not the most creative person in the organization.

Sometimes they think they're product centric, but they really just sit in meetings.

Sometimes they think they're product centric, but they really just sit in meetings.

And so I always take a little grain...

And so I always take a little grain...

with a grain of salt when a COO says, we don't need more engineers, we don't need more product, we don't need any of this.

with a grain of salt when a COO says, we don't need more engineers, we don't need more product, we don't need any of this.

Because they're not usually, and I should have looked up this background, they're usually not deep engineering product backgrounds.

Because they're not usually, and I should have looked up this background, they're usually not deep engineering product backgrounds.

So they often live in a pre-AI world where products are static.

So they often live in a pre-AI world where products are static.

And I would argue Uber in many ways is a static product.

And I would argue Uber in many ways is a static product.

Uber, Uber Eats and everything, these are not radically different products than four or five years ago.

Uber, Uber Eats and everything, these are not radically different products than four or five years ago.

These are clever marketplaces that scale like nobody's business.

These are clever marketplaces that scale like nobody's business.

The second point I'll say is I think what actually what I do think is more interesting from this is I hate to say that everything's bifurcated, right?

The second point I'll say is I think what actually what I do think is more interesting from this is I hate to say that everything's bifurcated, right?