Produkte besser machen als die Konkurrenz

0:00How did you make a product which is school better than similar products like circle or kajjabi which purportedly do has similar mission but they just suck compared to schools. >> I love the wording with this question. Um [laughter] you want to take the the school one. >> How did you see what others did not? >> I think the simplest way to answer it is I just care more and spent more time.

0:27Right. But then from that comes all of these things like there's a lot of things that go into it but it it starts with that like I just wanted to make the best thing and I cared about it more than anything like more than the commercial success more than any other thing that was the main thing I cared about. So it was the the thing I was optimizing for instead of something like revenue instead of growth or instead of evaluation

0:56>> profit. Yeah, it would definitely profit, [laughter] you know, because what that meant is that schools had to lose money forever basically. So, how much does it mean to you, you know? >> Well, how do you care more? What observable behavior would be conducive to caring more? Like, how do you show that you care? What is the doing of care? >> Jesus. [laughter] I I mean I I I would love to I'll I'll answer on I mean if you

1:25>> I mean I I just do and that's I wanted to make something really good and I knew internally the the grade I was aiming for like I the products I appreciate is like Google and Google Maps and Chrome and the MacBook Pro and the iPhone and YouTube and I wanted to make something at that level which is the highest level there is on the internet

1:53>> and I any so I when I look at school I still see flaws everywhere >> I see nothing but problems >> and I'm far from satisfied like because that is the standard and so it's just um that's what I'm trying to do that's my objective right yeah >> we're lucky that you see these problems >> yeah the person who should lead an organization should always be the person who has the highest standard. And the day that somebody has a higher standard than you, they should run the organization. And so it's a competition of who has the highest standards and then who also has the ability to to satisfy those standards. It's that combination. And so from the doingness of care, like I remember this is super early days. Sam and I were talking about school and um he was explaining the number the amount of complexity that goes into the green dot that says that someone's online to chat. Now, we naturally are like, well, yeah, they're online, but it's like, what if they're they have the tab open, but they're on a different tab? What if they have it on their phone and but they're also on their computer? How long do you wait when they switch tabs?

3:05And does them being in an active DM waiting for somebody else's response change versus if they're just posting? And you're like, "Oh, wow. Levels." And so somebody who doesn't care as much would be like, "Oh, they asked it for they asked for a green dot. They want to see who's online. If the tab's open, we'll make it green. Done." But then it just won't work that well. >> And then it just becomes one of a thousand paper cuts that get you to be like, I don't know what it is. You're like, school just works. It's just it's simple and it works. But it's like for it to actually do this thing that on the surface level seems obvious. This person's online or they're not. You start to define what does online mean?

3:42And that's where the complexity comes in. And so it's actually taking things to the hypothetical ideal and not being satisfied with just the I have the feature. So many people have tried to match school, you know, they try to create feature parity, but they create feature parity on the surface level, but not at the depth of of what school has, which is why everyone very quickly can be like, well, this is obviously not school. And that is what you would approach whatever product you're doing. It's like, sure, I have a thing on ads. It's like, but how how good is it? And that's where it's all the details all the way down. Real quick, I'm going to show you the exact 10-stage roadmap from zero to 100 million plus that less than 1% of companies finish. I've now done multiple times. And so, I can say with a lot of confidence that these are the stages as headcount increases that you need to get through. And I broke each of these down by eight different functions of the business, what the constraint feels like, like what are the symptoms of it when you're going through it, and then what steps we actually took to graduate.

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