Mike Schur

I think it's a French company.

I want to draw an analogy, if I can, because this has happened twice now in recent past with companies that are like disruptors, capital D disruptors.

I don't know if you remember this, but 20 something years ago, the big question was whether Amazon was ever going to be profitable, right?

They were like an internet bookstore and it was cool and you could buy books from Amazon and everything.

And they would show up at your house and everyone's like, oh, this is so neat.

And they were, you know, had a massive accelerated launch and it was sort of internet 1.0.

And there was a quarter where they were going to announce their, you know, profit statement or whatever.

And for the first time ever, like they turned a profit.

They turned like a $3 million profit and the stock like shot up in the air.

And I believe in the same announcement, they were like,

We are now going to take on $8 billion in debt and expand like maniacs.

And people were like, what are you doing?

You just became profitable.

This is it.

You made it.

What are you doing taking on all this debt and expanding?

And what no one realized was they didn't want to be the internet's biggest bookstore.

They wanted to be the only store that existed...

for any product anywhere in the world.

And no one except Jeff Bezos and the people on the inside of the company truly understood that.