Peter H. Diamandis

Number two, regulatory, which we see in healthcare, et cetera, regulatory capture more than anything else.

Can be.

All of these can be, but they'll serve as moats for the time being.

But the biggest moat is an intelligence moat, where if you can learn faster than everybody else, nobody's going to catch you.

This is why Claude and ChatGPT, their learning loops are further ahead than, say, Manus or Grok or whatever.

And we're seeing how quickly they're moving ahead.

Once you hit that, it's very hard to catch up.

And a fourth one would be really deeply committed to purpose and not wavering from that because nothing shakes you.

Dedicated customer relationship, which feeds into like proprietary data.

And brand?

Brand, very critical.

Brand sits with MTP, that emotional connection with the end user.

If you have a strong brand, you should use all of these new agents and capabilities to reinforce that.

Means it's hard to shake you out of that position.

So those are some of the problems.

Now let's talk a little bit about what happens to the company.

And the classic organization, which has C-suite, middle management, coalface doing things, what happens to them?

Yeah.

It's just an EXO 3.0 is the best name I have.

And then it's a whole new world.