Inspired with Alexa von Tobel
00:29:28 · Daniel First, Alexa von Tobel
[00:29:28] S0: You know, people get very excited about new technologies, whether it's electric vehicles or robotics or software rich strollers, which are coming. And, actually, the more innovative the technology, the more quality issues there are. And that's why you see recalls happening about electric vehicles all the time in the news. So I think that, you know, robots already and will continue to have tons of quality issues because of how difficult hardware software, interaction is in engineering and how new a lot of the technology is. And I think that the faster that we can learn about what those issues are, the faster we're able to build the next generation of the robot that can overcome it. So I think that, you know, robots will will be an increasing... We we have some customers who are using Axion for robots, but I think as that market grows, we'll... It'll become more and more of a focus. [00:30:14] S2: What what else do you worry about these days? I... Like, what can you see that maybe we should just all be more aware of?
00:30:14 · Alexa von Tobel, Daniel First
[00:30:14] S2: What what else do you worry about these days? I... Like, what can you see that maybe we should just all be more aware of? [00:30:23] S0: I think that right now, there's a tremendous amount of of investment in data centers and in the entire supply chain, all with the expectation that this is eventually gonna show up in GDP. But if the enterprise AI pilots keep failing and we don't learn from that and figure out how to do enterprise AI in a way that actually works and makes it to production, then you could see, you could see that, you know, the investment may not lead to as much of the GDP lift off that people expect, and that could lead to a big pullback in investment in in data centers and associated, you know, things in the supply chain. So, you know, I'm quite hopeful that we don't just keep on trying over and over again to, you know, chuck AI models over the fence and and hope that they stick. [00:31:11] S2: You're currently one of the founders who's kind of deepest in what I'm gonna call incumbent corporate America, right? These huge, massive companies that have been around for, in some cases, even hundreds of years. What from the inside out, how do they think about AI? Meaning how forward leaning are they? Are you know, you've been wildly successful in getting very quick adoption, which has been so impressive. But give us a sense from what you hear and see, given your vantage point over the last three years.
00:31:42 · Daniel First, Cameron
[00:31:42] S0: Leaders at American enterprises, on the one hand, they all feel like they need to be using AI. On the other hand, I think that they they they... This... The secret that they maybe don't say out loud is that they're worried that their organization may not be ready for AI or that the pilots are gonna fail and it's gonna cause people to to lose trust for innovation. And, the reality is that that's that's true. I mean, many many American enterprises, you know, even if we show them what the issues are, they might not even have healthy processes in place to go act on those issues. So, you know, in order for the AI to have impact, you really need to have healthy processes for it to be embedded into. And so, you know, one of the views that I have is that I think that, you know, process redesign, you know, so that you can take an enterprise and enable it to design processes that AI agents can work well in is gonna be a hugely important skill over the next couple of years that I think is very, very underappreciated. I think that's the anxiety that a lot of leaders have. [00:32:45] S3: Related to that, Daniel, you... Can you talk a bit about what you're seeing broadly with American manufacturing and the... Just all of the tailwinds currently?
00:32:45 · Cameron, Daniel First
[00:32:45] S3: Related to that, Daniel, you... Can you talk a bit about what you're seeing broadly with American manufacturing and the... Just all of the tailwinds currently? [00:32:57] S0: Oh, I think there's a bunch of tailwinds here. I mean, I think, you know, that that are related to some of this. I think, you know, number one, you know, there's obviously this huge build out of data centers, but that this is really causing many other related, you know, industries to spike, whether that's HVAC, you know, energy, electrical components. And I think that what we're seeing is that all of these manufacturers are being asked to to scale up, build, and deliver more innovative products than ever before. But as a result, what we're seeing is, you know, tons of product failures and, tons of of of shortages, which can also be because things are being scrapped on the line. And so I think that that's something that's underlying a lot of the, you know, a lot of the focus on on customer quality. I think another another big shift is obviously that tons of these companies have been shifting where their manufacturing is happening, what supplier they're using. And whenever you have new suppliers or you have new suppliers that have never worked with each other before, what you end up with is that, often their parts don't integrate. It's very hard to figure out why. Saying that there's a lot of trends that are happening that are making customer quality more top of mind than ever.
00:34:09 · Alexa von Tobel, Daniel First
[00:34:09] S2: Daniel, I wanna shift a little bit to your personal sort of leadership philosophy. You've been running a company for five plus years. You've learned a lot. How have you thought about keeping the team moving at the exceptional pace that you are and balancing speed and innovation? Sort of culturally speaking, how how are you doing that so well? [00:34:31] S0: We run a lot of experiments. So, you know, very often we'll look out at the next six months, and we'll say, here are some of the things that we don't know. We don't know whether this use case is gonna have an ROI. We don't know if this, you know, other idea that we have, you know, is really gonna work across industries or would only be used in one industry. And so we really just ruthlessly prioritize what experiments we run and just keep a very quick eye to kill the experiments that don't don't end up working, but to really invest in the ones that really end up flourishing. And so I think just continuing to have an experimental mindset, continuing to move the company at, you know, hundreds of miles an hour, and then, you know, keep with you the people who who want to move at that pace. I think these are some of the really critical things that that we've learned, you know, to continue the pace of innovation. [00:35:16] S2: So speed is very much, I know, top of mind for you. How do you keep the team going faster? What if... And and again, what you've accomplished in such a short period of time has been really special. How do you have a culture around speed and teach all of us? What are you doing?
00:35:16 · Alexa von Tobel, Daniel First
[00:35:16] S2: So speed is very much, I know, top of mind for you. How do you keep the team going faster? What if... And and again, what you've accomplished in such a short period of time has been really special. How do you have a culture around speed and teach all of us? What are you doing? [00:35:31] S0: We also try to be responsive to our customers' issues. And, you know, we measure how responsive we are when when there's, you know, new needs that our customers, have. You know, how fast is it until that's incorporated in our product? And I think that my own experiences, you know, initially going to market, you know, four years ago with something that manufacturers, you know, may... Maybe at a high level were interested in but didn't want, I think that that really is what, you know, taught me that it's it's less about who's first to market, and it's more about how fast can you learn about what your customers want, what your customers are trying to do, and, you know, how do you how do you always improve the velocity with which you're incorporating that into your product? [00:36:10] S2: I love that. I always say CEOs are engines. And it's probably a good analogy for you to be an engine given what you do. And I think you set the pace, you set the tone. You know, I always love the companies that think in hours, not weeks, especially when you're at the forefront of a category that is evolving so quickly. Any other big lessons that you would wanna share with us?