Patrick O'Shaughnessy

And obviously that has completely shifted.

And not only have founders started using these words, I think talent and senior people like rallied around them.

Like they want to be in a culture that is defeating enemies or violent or aggressive.

Maybe just riff for a while on what it's like to be building and competing in one of the big areas in your case, conversational AI, et cetera, at this moment in time, because it's just so different than it was a couple of years ago.

I was with Scott Wu from Cognition recently, who is well known to be like one of these math champions, you as well.

Talk about that environment.

What was that competitive market like?

What was it?

Kind of let people into that world because obviously it shaped you a lot.

What are the parallels?

What is it about the people or the training or the specific aptitude in the competitions that make you good at company building and others good at company building?

This seems like an obvious, true trend that there's enough sample size now of people that had this background that are doing extremely well in this environment.

Maybe it's the best.

If you could somehow index that group of people, you'd have fantastic performance right now.

What is it?

What are the parallels that make that true?

Does it feel more emotional now, company building, than it did in the contests?

So if you think about the difference between the first and the second company, like obviously now you have a company that's working extremely well, it's growing really, really fast.

What did you do at the beginning of Decagon that was informed by your prior experience to make this one go better?

What was the literal process?