Hamilton Helmer

Action is the first principle of business. You do stuff and my book is very oriented towards that. The idea was not to tell you what to do, but to give you guideposts while you're on that journey.

There's a thing called power progression. There are times when certain types of power are available. The path to power is where the rubber meets the road.

Even before you have product-market fit, it's worth thinking about strategy. What are the underlying characteristics that might tilt them towards the availability of power or not?

Before I thought it was you do product market fit and then you do strategy, and if you try and put strategy before product market fit, it is not much you can do with it. That's wrong.

For me the difference is materiality is that whether the value benefit is large enough to engender a price delta significant enough to give you materially different margins into the future.

I think that Uber and Lyft probably have network effects involved but not network economies.

Almost every startup that you want to deal with starts with counter positioning because remember what product market fit is primarily is a substitution.