Paul OrlandoGuestYaniv BernsteinHostI guess where I wanted to start is this question of why now? There's an element of survivorship bias.
It's often easy in hindsight to say, well, obviously that product was built at the right time, or obviously that product was built at the wrong time.
But is there a forward-looking way to do this, right? Like, is YNAW in some sense predictable, at least in part, or is it just that story that you tell afterwards?

I would always hear that question, and I'm glad you called out the YNAW slide, a pretty typical slide to include in a deck.

I would see those slides, and I would hear about timing and... hear things like you kind of just recounted, oh, this product was a little too early and so they missed the market.

Whenever I tried to dig in a little beneath the surface, I never really got a good explanation for that question.

Well, can we do something to figure this out? Is it just a feeling? Is it all hindsight? Is that the way that we come out with, are we on time or not? There's this good quote from Marc Andreessen where he says, you know, those dot-com era startups.

But those startups that largely failed, it wasn't really that the ideas were bad.

And so one of the things I did was, well, I went and I looked back at some of the dot-com era history.

And you can find an awful lot of dot-com era startups where they made some noise in the 90s.

But then not that many years later, There's another startup that comes along, and it's pretty similar to that dot-com era one, but now it's taking off.

So whether it is delivery, social media, and on, there's a lot of examples where sometimes that separation is five, six, seven years or so.

But then it's that question, well, could we have seen ahead of time, hey, we were a little too early for this particular concept? I think we can get some
When we look at the .com companies that failed, the most notorious examples, your Pets.com or Cosmo and various companies like that, they were not bad ideas.
And to your point, there are nearly exact analogs for all of those companies that are wildly successful billion dollar plus companies today.
I guess where I wanted to start is this question of why now? There's an element of survivorship bias.
It's often easy in hindsight to say, well, obviously that product was built at the right time, or obviously that product was built at the wrong time.
But is there a forward-looking way to do this, right? Like, is YNAW in some sense predictable, at least in part, or is it just that story that you tell afterwards?

I would always hear that question, and I'm glad you called out the YNAW slide, a pretty typical slide to include in a deck.

I would see those slides, and I would hear about timing and... hear things like you kind of just recounted, oh, this product was a little too early and so they missed the market.

Whenever I tried to dig in a little beneath the surface, I never really got a good explanation for that question.

Well, can we do something to figure this out? Is it just a feeling? Is it all hindsight? Is that the way that we come out with, are we on time or not? There's this good quote from Marc Andreessen where he says, you know, those dot-com era startups.

But those startups that largely failed, it wasn't really that the ideas were bad.

And so one of the things I did was, well, I went and I looked back at some of the dot-com era history.

And you can find an awful lot of dot-com era startups where they made some noise in the 90s.

But then not that many years later, There's another startup that comes along, and it's pretty similar to that dot-com era one, but now it's taking off.

So whether it is delivery, social media, and on, there's a lot of examples where sometimes that separation is five, six, seven years or so.

But then it's that question, well, could we have seen ahead of time, hey, we were a little too early for this particular concept? I think we can get some
When we look at the .com companies that failed, the most notorious examples, your Pets.com or Cosmo and various companies like that, they were not bad ideas.
And to your point, there are nearly exact analogs for all of those companies that are wildly successful billion dollar plus companies today.
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