Your competition is not your enemy. Your competition is your best teacher.
Work like there is someone working 24 hours a day to take it all away from you.
Every time a competitor adds a feature, we already shipped it last month.
When we launched, every other brokerage charged $10 a trade. Now they all charge zero. You're welcome.
Speed is our competitive advantage. Traditional banks take two years to launch a feature. We take two weeks.
In Brazil, the five biggest banks controlled everything. They didn't compete with each other because they didn't have to. We gave 200 million people a reason to leave.
The BNPL winter killed our weaker competitors. It made us stronger because we had to get profitable. We did.
We don't compete with Amex on perks. We compete on making finance teams' lives easier. That's a fight we win every time.
People say you can't compete with Google. People said you couldn't compete with Yahoo either.
Adobe paying a billion-dollar breakup fee and Figma keeping the money is the most expensive compliment anyone has ever received.
We work with grocers, not against them. Amazon wants to replace your grocery store. We want to make your grocery store better.
Uber was the villain. We were the hero. Turns out the hero still needs a business model.
Being the nice guys in ride-sharing got us a lot of goodwill and about 28% market share. The market rewards ruthlessness more than kindness.
We didn't win our Harvard business plan competition. The judges said the idea wouldn't work. We built it anyway and Uber surrendered the entire region.
Uber came to Southeast Asia with the Silicon Valley playbook. We came with local knowledge. Local knowledge won.
When Uber handed us their Southeast Asian business, it wasn't generosity. They were bleeding $700 million a year in the region and we weren't stopping.
We invented Stories. Then Instagram copied it. Then Facebook. Then LinkedIn. Then every app with a camera. You're welcome.
ADP was founded in 1949. Their software looks like it. We were founded in 2011 and we build for people who expect software to actually be pleasant to use.
ZoomInfo charges $30,000 a year. We charge a fraction of that for data that's just as accurate. The sales data market was overpriced for decades. We fixed that.
We don't compete with therapists. We compete with the emergency room. If we do our job, kids don't end up there.
A $15 billion market with no dominant technology platform. No venture-backed competition. No one from Silicon Valley had even looked at it. That's exactly where we wanted to be.
Amazon spent a decade building logistics in the US. We had to build it in two years because Amazon was coming to India and they weren't going to wait for us.
Luxottica owns the brands, the stores, the insurance company, and the licensing. They set the price at every step. We just decided to skip all of that.
A competitor launched with zero fees and a token airdrop. That's not a business model — that's a customer acquisition cost disguised as a platform. We'll see who's still here in five years.
Google offered us $500 million in 2009. I said no. People thought I was crazy. But I believed Yelp could be worth more on its own — and it was, until Google decided to build their own version and embed it in every search.
People ask why Yelp still exists when Google Maps has reviews. The answer is trust. Yelp reviews are detailed, opinionated, and written by people who care. Google reviews are '5 stars, nice place.' That's not useful.