It's opportunity costs, not marginal costs, that are the challenge facing hyperscalers. How much compute should go to customers, and which ones? How much should be reserved for internal workloads?
Kalanick spent nearly eight years in what might be the most extreme version of stealth mode any modern founder has pulled off: he's hired thousands of employees, in 30 countries, bought and developed hard real estate assets, built a full-stack food infrastructure business, and did it all like lasagna.
"We have the aspiration to enable the global flow of compute, and we think that's going to be a multi-trillion-dollar market," Moushey says. "And to do that, we have to be a little bit more clear that we're not this weird compute provider anymore. We're actually building the market infrastructure to solve this dislocation of supply and demand."
There is an argument that without the organizational skills and production strategy Forrest brought to the table, Fender may have not been able to make the jump from a comparatively small builder to the mammoth industry leader it became.
4w ago
Underscored — save the words that stop you in your tracks.
