Nick Turley

There are a lot of trade-offs indeed for different reasons.

What I encounter a lot is trading off

delivering on the people, on the use cases that exist in the product today and making them better versus productizing step change technology that's going to generate a whole other set of use cases.

Because when you think about how ChatGPT came to be, it was a totally open-ended product.

It was basically a user experience around a technical breakthrough and

We couldn't have told you all the ways that people find it valuable, but putting it out there was really important because it allowed us to discover and the world to discover what you can do.

And then post-chat GPT, we can obviously very systematically go and improve on the things that people actually want to use it for.

And when you're at a company in this moment where you both have such amazing traction with what exists today and the most mind-bending breakthroughs on the research side, the balance you have to strike is making the core product you have better today with all the things that matter, latency, reliability, making the use cases really great that people come to.

with providing access to the step change.

And we try to get the balance right, but we're a small team and we don't always get it right.

And for that reason, that's one of the most difficult trade-offs that I have to deal with.

That is a very good question, and I'll let you know when I figure it out.

Just kidding.

We've gotten a lot better at this.

I really hope, by the way, to be at a point one day, and I've yet to reach that point, where we don't have to face this trade-off because it's really painful to have real user demand for products that you can't serve.

If you only ever worked in software, that's an entirely unusual dynamic where you are limited by this zero-sum resource out there.

The marketplaces have it, but I think pure software doesn't really have the dynamic, right?

So one thing we try to do, obviously, we prioritize our existing users first.

We want to provide a fast, reliable product, and that is critical and table stakes.

Then when you look at new capabilities, the sort of naive...