Neil Mehta

I tell a lot of our young team, if you're in the business of evaluating painters, you've got to study the types of tapestry you could use, paints they use, different forms. You study all the great artists of every generation through history. You talk to artists all the time. And companies are just really founders painting in many ways.

I tell a lot of our young team, if you're in the business of evaluating painters, you've got to study the types of tapestry you could use, paints they use, different forms. You study all the great artists of every generation through history. You talk to artists all the time. And companies are just really founders painting in many ways.

I think there's an appreciation I certainly got from that of what quality can look like on a comparative basis to something that's not as good quality.

I think there's an appreciation I certainly got from that of what quality can look like on a comparative basis to something that's not as good quality.

Yeah. JDCE stands for jaw dropping customer experience. If you put five drinks into everybody at Green Oaks on a Friday night and you're just like, tell me about your life. They just talk about jaw-dropping customer experiences and JDCs. It's like we have a tattoo on our arm. And if you step back

Yeah. JDCE stands for jaw dropping customer experience. If you put five drinks into everybody at Green Oaks on a Friday night and you're just like, tell me about your life. They just talk about jaw-dropping customer experiences and JDCs. It's like we have a tattoo on our arm. And if you step back

There's a fundamental tenant at Green Oaks, which is a very small number of the world's founders are going to produce a significant proportion of the value that humans enjoy. And they're going to move the world forward through the products they build and the companies they build. And everything else is just kind of a shell game along the way.

There's a fundamental tenant at Green Oaks, which is a very small number of the world's founders are going to produce a significant proportion of the value that humans enjoy. And they're going to move the world forward through the products they build and the companies they build. And everything else is just kind of a shell game along the way.

And there's some tenants around building those remarkable businesses at scale that we think are really important. One of them is building a jaw-dropping customer experience. It's really hard in the world of capitalism to build something that delights humans at a differential rate, what anybody else on earth can do.

And there's some tenants around building those remarkable businesses at scale that we think are really important. One of them is building a jaw-dropping customer experience. It's really hard in the world of capitalism to build something that delights humans at a differential rate, what anybody else on earth can do.

Think about when you pick up your iPhone or the first time you might've used an Uber, if you're a developer, the first time you use Stripe for payments, or if you're a trader, maybe you opened the Robinhood. Capitalism is basically full of a sea of businesses that are not really doing anything that difficult. They're just kind of me too products that are swimming in the river of beta, if you will.

Think about when you pick up your iPhone or the first time you might've used an Uber, if you're a developer, the first time you use Stripe for payments, or if you're a trader, maybe you opened the Robinhood. Capitalism is basically full of a sea of businesses that are not really doing anything that difficult. They're just kind of me too products that are swimming in the river of beta, if you will.

And I think the steps to creating a JDCE, a jaw-dropping customer experience, it usually starts with breaking trade-offs. It usually starts with doing something very difficult, either technically or operationally, that would usually give competitors nightmares. You have to do something that was borderline impossible or perceived to be impossible before.

And I think the steps to creating a JDCE, a jaw-dropping customer experience, it usually starts with breaking trade-offs. It usually starts with doing something very difficult, either technically or operationally, that would usually give competitors nightmares. You have to do something that was borderline impossible or perceived to be impossible before.

You have to do it from a customer-centric perspective. You have to really figure out what the customer pain points are. You could ask some customers, but usually customers can't even articulate all the pain points they're facing. They just know they're frustrated or this experience is suboptimal. We're lucky at Green Oaks over the last 12, 13 years.

You have to do it from a customer-centric perspective. You have to really figure out what the customer pain points are. You could ask some customers, but usually customers can't even articulate all the pain points they're facing. They just know they're frustrated or this experience is suboptimal. We're lucky at Green Oaks over the last 12, 13 years.

We've been lucky enough to partner with a number of companies that have built jaw-dropping customer experiences. I'll tell you where we created the word. I created the word after spending a lot of time with Coupang right at the beginning of Green Oaks. And in the case of Coupang, so Bomb started a business that was just starting to sell products like any other online site would sell products.

We've been lucky enough to partner with a number of companies that have built jaw-dropping customer experiences. I'll tell you where we created the word. I created the word after spending a lot of time with Coupang right at the beginning of Green Oaks. And in the case of Coupang, so Bomb started a business that was just starting to sell products like any other online site would sell products.

It was really a marketplace. And he made the decision in 2013, 2014, that he'd start to transition that to building one peak capability, meaning that he could pick, pack, ship, and deliver a wide variety of SKUs, everything from soap to tissue paper to golf clubs to fresh groceries over time.

It was really a marketplace. And he made the decision in 2013, 2014, that he'd start to transition that to building one peak capability, meaning that he could pick, pack, ship, and deliver a wide variety of SKUs, everything from soap to tissue paper to golf clubs to fresh groceries over time.