Josh Miller

But at a company like Google, in this moment in the public markets, in this moment of AI even more, there are these incentives with the search ad model and the way that Chrome and the search ecosystem work so far that are just a huge... It's inertia. So... It's not just the shipping the org chart that having worked at Facebook, there are real challenges there.

But at a company like Google, in this moment in the public markets, in this moment of AI even more, there are these incentives with the search ad model and the way that Chrome and the search ecosystem work so far that are just a huge... It's inertia. So... It's not just the shipping the org chart that having worked at Facebook, there are real challenges there.

But at a company like Google, in this moment in the public markets, in this moment of AI even more, there are these incentives with the search ad model and the way that Chrome and the search ecosystem work so far that are just a huge... It's inertia. So... It's not just the shipping the org chart that having worked at Facebook, there are real challenges there.

But I think on top of that, there is the incentive structure of how the company makes money and has for a long time. And then there's also the risk. I mean, if you think about it, if we start with a blank page, if you give me the most generous reading of everything I said. It may not work. And if it does, we'd only need it to work for 100 million people.

But I think on top of that, there is the incentive structure of how the company makes money and has for a long time. And then there's also the risk. I mean, if you think about it, if we start with a blank page, if you give me the most generous reading of everything I said. It may not work. And if it does, we'd only need it to work for 100 million people.

But I think on top of that, there is the incentive structure of how the company makes money and has for a long time. And then there's also the risk. I mean, if you think about it, if we start with a blank page, if you give me the most generous reading of everything I said. It may not work. And if it does, we'd only need it to work for 100 million people.

If we do something radically different and we find 100 million people that love what we do, that is a raging success. For Google, that's an utter failure. And that's if it goes right. So I think there's also the risk aversion to the scale they need to hit, the number of people it needs to work for to be worthy, putting aside all of the product risk that comes with doing something truly new.

If we do something radically different and we find 100 million people that love what we do, that is a raging success. For Google, that's an utter failure. And that's if it goes right. So I think there's also the risk aversion to the scale they need to hit, the number of people it needs to work for to be worthy, putting aside all of the product risk that comes with doing something truly new.

If we do something radically different and we find 100 million people that love what we do, that is a raging success. For Google, that's an utter failure. And that's if it goes right. So I think there's also the risk aversion to the scale they need to hit, the number of people it needs to work for to be worthy, putting aside all of the product risk that comes with doing something truly new.

Candidly, the way I think about it is... there's more pressure on them not to do anti-competitive practices or things that can be perceived that way. And so I think there are a lot of subtle things that these players do that make it harder for an upstart like us to compete. So I would say it's less a specific decision, but these are all big in their own right.

Candidly, the way I think about it is... there's more pressure on them not to do anti-competitive practices or things that can be perceived that way. And so I think there are a lot of subtle things that these players do that make it harder for an upstart like us to compete. So I would say it's less a specific decision, but these are all big in their own right.

Candidly, the way I think about it is... there's more pressure on them not to do anti-competitive practices or things that can be perceived that way. And so I think there are a lot of subtle things that these players do that make it harder for an upstart like us to compete. So I would say it's less a specific decision, but these are all big in their own right.

And more generally, there are eyes on these companies not to do things that are monopolistic or perceived to be monopolistic. And that culture and climate, I think, is advantageous to people like us. Do you think the Department of Justice should go break up Google?

And more generally, there are eyes on these companies not to do things that are monopolistic or perceived to be monopolistic. And that culture and climate, I think, is advantageous to people like us. Do you think the Department of Justice should go break up Google?

And more generally, there are eyes on these companies not to do things that are monopolistic or perceived to be monopolistic. And that culture and climate, I think, is advantageous to people like us. Do you think the Department of Justice should go break up Google?

Come on, Neil. You're a lawyer. That is way above. I'm just asking. That is way above.

Come on, Neil. You're a lawyer. That is way above. I'm just asking. That is way above.

Come on, Neil. You're a lawyer. That is way above. I'm just asking. That is way above.

$15.

$15.