Steven Bartlett

And then we say content, I go kid in Mumbai.

Well, physical experiences in the real world.

I agree.

So I say what I say because I genuinely want to be challenged here.

I sit here with these AI experts and CEOs because I genuinely, I hope that they say something that tilts the current belief that I have and like makes me go, oh, actually, you know, that's a good point.

I'm in search of good points on the subject matter.

So when I said what I just said about content software becoming increasingly commoditized and because it's becoming commoditized, we're like tempting people to go do more of it without acknowledging the fact that the very fact that people are doing more of it means it's less valuable.

And it's more of a commodity.

I think you're right.

I do have a bias towards trying to find, you know, big opportunities.

But actually, I think the big blue ocean opportunity, which is, for anyone that doesn't know, I think of red oceans from the book called Blue Ocean Strategy as very competitive.

Hyper competitive.

Horrible markets where it's like a race to the bottom.

No profit margin.

You're saying the same thing, doing the same thing.

And you all think that your unique positioning is unique, but it's actually not.

The market doesn't value it any differently.

Like a wine company saying that their wine is a year older or using a fancier word on the label.

It's a red ocean, a bloodbath.

A blue ocean is an uncontested waters where you have room to grow, much less competition.