Daniel Khachab: "We Are in the Middle of a Cold War for AI Talent" | E1220

Intro (0s)

• There is a belief that great companies, from a headcount perspective, should become smaller rather than larger, especially when competing for talent in different countries, which is likened to a "cold war" for talent. (0s)
• Europe is currently not producing its own chips or energy and lacks foundational layer models, which is seen as a significant downside. (9s)
• There is a concern that reaching the status of a unicorn company, valued at 1 billion, leads to complacency, and there is a need for more long-term commitment from companies and individuals. (17s)
• It is suggested that people should be willing to invest 15 to 20 years, dedicating a substantial part of their lives to achieving long-term goals. (29s)
• There is excitement about a meeting that took place at a CTO dinner with Dan Rose, and there is anticipation for an in-person discussion. (51s)

Pivoting from SaaS to AI (1m2s)

• The company transitioned from a traditional SaaS model to focusing entirely on AI due to the transformative potential of technologies like GPT and ChatGPT, which could replicate existing technologies rapidly. (1m2s)
• The decision to pivot was driven by the realization that the company's technological advantage could be easily replicated, prompting a need to disrupt themselves before competitors do. (2m6s)
• Emphasizing the importance of playing offense, the company aims to lead in AI innovation and disrupt both themselves and their competition. (2m43s)
• The shift to AI is seen as essential for future-proofing the company, as building with AI is expected to become a fundamental skill across all roles. (3m10s)
• The company is committed to upskilling its employees in AI to ensure their skills remain relevant, viewing it as a responsibility to provide the most pertinent skills of the century. (3m31s)
• Despite the shift, the company still values its proprietary relationships and data as significant competitive advantages, although some technological advantages may diminish over time. (4m5s)
• There is an acknowledgment that many jobs will undergo fundamental changes due to AI, affecting daily tasks and roles. (4m52s)

Which Jobs Have Changed Most & Which Will Change Slowest? (5m0s)

• Product design is highlighted as a field that has changed significantly, with tasks that previously required multiple steps now potentially being simplified into a single prompt, such as automating payroll processes and notifying relevant parties. (5m0s)
• The role of designers is evolving from creating user interfaces to designing the character and personality of AI agents, determining whether they should be serious, structured, funny, or conversational, to suit specific job requirements. (5m51s)
• In the future, designers will focus more on defining the interaction style and character of AI, rather than just the visual aspects of user interfaces. (6m21s)

Where Is AI Impact Truly Significant & Where Is It Still Lagging? (6m31s)

• AI has led to significant reductions in customer service costs, with some companies experiencing up to an 80% decrease. However, the integration of AI into other areas, such as development tools like co-pilot, still faces challenges and has not yet resulted in substantial changes. (6m39s)
• In the future, companies may sell AI solutions as highly competent virtual employees with specific skills. These AI employees can be hired in varying quantities and at different times, offering flexibility and efficiency as they do not require breaks or time off. (7m7s)
• The marketing and pricing of these AI employees will require new strategies, as traditional job roles, including sales and engineering, will undergo significant transformations. (7m49s)
• Quality assurance for AI employees presents challenges, as AI models like LLMs can produce different results for the same input, necessitating new methods for evaluation. (8m0s)
• Internal roles, such as those in HR, will also change dramatically. Tasks that currently take a lot of time may be completed in seconds, raising concerns about job relevance and the need for employees to adapt to avoid obsolescence. (8m14s)

Is SaaS Ending, Marking a Shift to AI-Driven Software? (8m33s)

• There is a discussion about the potential end of Software as a Service (SaaS) and a shift towards AI-driven software, referred to as the "agenification" of software. This transition is expected to occur at different rates across various industries. (8m34s)
• The future of software may involve less need for user interfaces, as users will interact with machines in a more human-like manner, using voice and written communication. This change is anticipated to accelerate the adoption curve since there will be less to learn. (9m22s)
• Despite these changes, there will still be single sources of data truth, such as Salesforce for sales data. However, the application layer might evolve into prompt engines, simplifying user interaction. (9m38s)
• In some cases, platforms like Salesforce could become the application layer themselves, with the underlying structure being just a database. This would eliminate the need for additional layers above them. (9m58s)
• The new approach could make tasks more efficient for users, such as sales representatives, by reducing the need for manual data entry and allowing them to focus on more productive activities. (10m30s)

Is Europe a Decade Away from Adopting an AI-Driven SaaS Ecosystem? (10m44s)

• In Europe, a significant portion of large enterprises are not familiar with popular digital tools, with 62% unaware of Slack and 91% unaware of Notion, indicating a challenge in moving to cloud-based solutions and adopting an AI-driven SaaS ecosystem, which is considered to be a decade away. (10m44s)
• AI is seen as an ideal technology for traditional industries because it simplifies adoption by not requiring users to learn new systems, as it can function similarly to familiar tools like WhatsApp. This could lead to a faster adoption curve compared to tech-first startups. (11m9s)
• Concerns about data security and compliance are acknowledged, but it is suggested that many AI applications can be hosted on-premise, ensuring data does not leave the organization, which addresses security concerns. (11m56s)
• The main challenge in AI adoption is not the sales cycle but rather implementation issues, such as data readiness and cleanliness. There is a need for effective post-agreement processes to handle these challenges. (12m43s)
• Two types of AI interfaces are expected to survive: one that provides direct answers to user queries and another that requires training to improve accuracy over time. The focus should be on making it easy for users to train AI systems, emphasizing the importance of the learning rate rather than initial accuracy. (13m1s)

Should Foundation Models Build Apps or Enable an App Ecosystem? (14m7s)

• The discussion revolves around the strategic decisions foundation model companies face regarding whether to build applications themselves or enable an app ecosystem. (14m21s)
• An example is given of Anthropic's recent development, which allows their system to take over a computer, performing tasks like clicking, looking up information, and filling out forms, similar to advanced Robotic Process Automation (RPA). (14m44s)
• There is a debate on whether such developments should be considered part of the application layer or the foundational layer. (15m5s)
• The application layer is becoming increasingly commoditized, leading to significant price reductions, with costs dropping by 80% over six months despite increased transaction volumes. (15m27s)
• The focus for companies is on utility and functionality rather than cost, as the market is still maturing. (15m46s)
• There is a consideration of whether foundation layer companies should move into the application layer due to commoditization. (16m4s)
• Anthropic is reportedly achieving 60% of OpenAI's revenue with fewer customers, indicating a higher price point, and their recent release of computer use is seen as inspiring. (16m22s)

Does AI Lead to Job Loss or New Opportunities? (16m48s)

• The discussion highlights the recurring fear in technology cycles that jobs will be lost, but historically, new opportunities and efficiencies have emerged instead. (16m53s)
• There is a significant labor shortage in the Western world, particularly in sectors like healthcare, childcare, truck driving, and hospitality, with millions of open positions that are difficult to fill. (17m17s)
• AI is seen as a potential solution to reallocate labor to areas where it is most needed, potentially replacing less desirable jobs such as truck driving and cleaning. (17m46s)
• The shortage of kindergarten teachers in Germany is used as an example, with a current deficit of 50,000 positions despite significant government investment. (18m51s)
• The belief in Adam Smith's invisible hand is mentioned, suggesting that salary increases could help reduce labor shortages if the market is allowed to adjust naturally. (19m4s)
• There is skepticism about the ability of AI to replace complex systems like Salesforce due to the extensive code and customization required, as well as the need for ongoing maintenance. (19m53s)
• Companies like Clon and others are automating large parts of customer care and account management, leading to difficult conversations about job displacement. (20m20s)
• The integration of AI in business operations can lead to significant cost efficiency, especially in ventures that are not profitable. (20m58s)
• Conversations about job displacement due to AI are challenging, particularly when dealing with high-performing employees. These discussions differ from typical performance-related terminations and are more difficult emotionally. (21m21s)
• Despite the difficulty, many employees understand the rationale behind AI-driven job changes, recognizing the importance of AI for the company's future. (21m52s)
• There is a responsibility to existing team members to ensure the company progresses with technological advancements, as failing to do so could jeopardize everyone's jobs. (22m26s)
• The primary responsibility of a company is to its vision, and decisions should be made to increase the likelihood of achieving that mission, even if they involve difficult choices. (22m39s)

About an AI Talent Cold War (23m5s)

• A Cold War for AI talent is currently underway, with two main components: infrastructure and talent, and the focus is on the latter (23m23s).
• The US and British governments are actively trying to attract AI talent, with the US government inviting AI founders for dinner and making attractive offers to relocate their teams (23m42s).
• Similar events have taken place in other countries, such as the UAE, Saudi Arabia, and Germany, indicating a global competition for AI talent (24m14s).
• Governments are offering incentives, including golden visas, relocation support, and even paying salaries for top AI talent for 3 to 5 years, to attract companies to build their AI teams in their countries (24m53s).
• These offers can be very attractive, especially for startups, as they can significantly reduce the cost base of their AI teams (25m5s).
• The decision to relocate ultimately depends on what is best for the company and its employees, and if the offer is too good to refuse, it may be necessary to consider it (25m10s).
• The current team is based in Berlin, with R&D operations there and sales offices across the US and Europe (25m15s).
• Berlin was chosen as the base due to its attractive network, affordability, high quality of life, and ease of living for foreigners, with no need to speak German (25m31s).

With London’s AI Ecosystem, Why Base in Berlin? (25m48s)

• Berlin lacks major institutions in AI compared to London, which hosts significant entities like DeepMind, Facebook, Cambridge, and Oxford, making it a better location for foundational AI research. However, the application layer of AI is still developing, and there is a need to upskill in areas like prompt engineering and product design. (25m50s)
• In Europe, there is a perceived disadvantage in accessing advanced AI technologies, as exemplified by the delayed availability of the advanced voice API from Apple Intelligence. This delay is attributed to Europe's position in the global AI landscape. (26m55s)
• Nearly all GPUs are manufactured in Taiwan, and due to geopolitical concerns, there is a push to diversify production locations. The UAE and the US are investing heavily in building factories and energy infrastructure, while Europe is not seen as making similar investments, raising concerns about AI sovereignty. (27m22s)
• The lack of chip production, energy resources, and foundational AI models in Europe suggests that European countries may lack sovereignty in AI, which is considered as revolutionary as electricity. This situation prompts consideration of relocating to countries with AI sovereignty. (28m11s)
• Regulatory uncertainty in Europe is causing companies like Facebook to hesitate in deploying AI products there, leading to a delay in AI availability compared to other regions. (28m57s)

How Can Europe Strengthen Its AI Position in Chips, Models, and Energy? (29m21s)

• The discussion highlights the challenges and opportunities in Europe regarding the development of AI talent and infrastructure, focusing on chips, energy, and foundation models. (29m21s)
• There is a need for strategic investment in the right companies, such as Taiwan Semiconductor and Nvidia, to establish chip production in Europe, as exemplified by the German government's attempt to fund Intel. (29m44s)
• Energy is identified as a significant challenge, particularly with the transition to renewables, and there is debate over whether nuclear energy should be reconsidered in Germany. (30m31s)
• Foundation models are considered the hardest challenge due to a talent gap in Europe, which makes it difficult to build competitive models that can rival those from companies like OpenAI and Anthropic. (31m5s)
• Despite the challenges, there is optimism about Europe's potential, citing resources like DeepMind and AI centers in Paris, and the belief that Europe only needs one successful founder to make a significant impact. (31m40s)
• The structural issues in Europe are seen as more challenging than logistical ones, such as providing energy or attracting chip manufacturers, but there is confidence that the talent shortage can be addressed. (32m13s)
• There is criticism of the UK government's policies, such as increasing capital gains tax, which are perceived as discouraging entrepreneurship. (32m34s)
• In Europe, there is a common perception that the lack of capital and excessive regulation are barriers to technological advancement, while there is an abundance of engineering talent produced by universities. (32m59s)
• Over the years, the availability of capital in Europe has improved significantly, with many funds now available for entrepreneurs, although this was not the case in 2018 when raising substantial amounts like 20 million euros in Germany was challenging. (33m25s)
• Despite the initial lack of domestic capital, international investors from the US and UK have been willing to invest in fast-growing companies in Germany, facilitated by frequent direct flights to major financial hubs like London and New York. (33m55s)
• Currently, there is an abundance of capital in Europe, possibly even too much for the number of high-quality entrepreneurs, and the globalization of capital has further alleviated funding issues. (34m14s)
• While certain industries are heavily regulated, this does not significantly impact sectors like software as a service (SaaS) and marketplaces, where regulation is less of a barrier. (34m36s)

How Does Regulatory Fragmentation Across Countries Impact AI? (34m43s)

• Regulatory fragmentation across different countries poses significant challenges, particularly in sectors like fintech, where different jurisdictions have varying provisions and requirements. For example, starting a fintech company in the US involves navigating regulations across 52 different states, each potentially requiring different licenses. (34m43s)
• Despite these regulatory hurdles, successful entrepreneurs like Elon Musk and companies such as Revolut, Adyen, and Spotify have demonstrated that it is possible to overcome these obstacles. The key is adopting a pragmatic approach and not allowing regulatory challenges to become excuses for inaction. (35m41s)
• There is a belief that while European regulations are often seen as inefficient and governments as incompetent, these should not deter the building of great companies. Instead, there should be a focus on finding ways to work around these challenges and advocating for improvements without letting them impede progress. (36m21s)

If Ambition Is Key, Why Not Expand to the US or UAE? (36m52s)

• The business is present in America, which is its largest market in terms of revenue, and most of its investments are made there. (36m57s)
• An office has recently been opened in the UAE, where support is provided in terms of visas and corporate assistance, rather than financial credits. (37m8s)
• The strategy involves focusing on the US as it is the largest software market globally, essential for global success and revenue generation. (37m37s)
• The Middle East, particularly the UAE and Saudi Arabia, is seen as a fast-growing and ambitious market with little legacy infrastructure, making it an attractive growth market. (37m46s)
• Europe is considered a robust but more stagnant market, where growth is possible if supported by revenue from the US market. (38m11s)
• A diversified portfolio approach is emphasized, involving active participation in multiple regions to leverage different market dynamics. (38m31s)

Covid Time (38m39s)

• A company, referred to as a "restaurant platform," was about to turn 2 years old and had reached an annualized GMV of $3-400 million, growing rapidly, before the COVID-19 pandemic hit (38m48s).
• The company's GMV dropped by 98% overnight due to lockdowns, causing significant uncertainty and a tough time for the business (39m34s).
• The experience of losing nearly all of the company's business overnight was a big break from the previous growth and product-market fit (40m11s).
• To cope with the crisis, the company's leader read books on crisis management, including a biography about Ernest Shackleton, which provided valuable lessons such as maintaining humor and staying true to values (40m21s).
• The company communicated the situation to the team by acknowledging the difficulties, staying true to their values, and finding ways to play offense rather than defense (41m5s).
• One of the company's values, "always play offense," became a key part of their culture during this time, leading them to find opportunities in countries or states that were not in lockdown (41m23s).
• The company's teams adapted to the situation by relocating to areas that were not in lockdown, such as the Spain team moving to Florida, which became their best city launch at the time (42m6s).
• The company initially moved from California to Texas and had to navigate through challenges, including a 14-day waiting period in the Dominican Republic before entering the US, and changed its go-to-market strategy multiple times, from a field sales approach to a product-led growth approach (42m27s).
• Despite the challenges, the company chose not to do layoffs and instead burned through cash to stay true to its values and keep playing offense, which ultimately put them ahead of the competition when the COVID-19 pandemic lifted (42m55s).
• The company's most recent funding round was in early 2023, with a valuation of $1.1 billion, which the founder has mixed feelings about, regretting some aspects of it but not the decision to take the cash (43m17s).
• The founder believes that having more cash can increase the probability of achieving the company's mission, but also acknowledges that it can increase distractions, reduce capital efficiency, and give a false sense of security (43m49s).
• The founder regrets the cultural impact of becoming a unicorn, as it can make people less hungry and attract applicants looking for a safe space to work, which is not aligned with the company's high-risk and chaotic work environment (44m36s).
• The company made the mistake of celebrating becoming a unicorn with a party, which the founder later regretted and had the unicorn flags removed from their offices (45m13s).
• The founder prefers a more understated approach to celebrating milestones, such as having a walk and dinner with family, and values a mindset that focuses on the work ahead rather than past achievements (45m44s).
• Dan Rose, a board member at COTW, noted that the company was the only one in their portfolio negatively impacted by COVID-19, while others in sectors like food delivery and quick commerce experienced significant growth. (45m59s)
• The company's equity value was severely affected during the pandemic, leading to a challenging period where employees worked long hours, and morale was low. (46m19s)
• In hindsight, the management decision to give the team a week off at the start of the pandemic was seen as a mistake, as it led to a loss of purpose among employees. (47m15s)
• The initial response to the pandemic involved regrouping and eventually shifting to a more proactive approach, which helped restore purpose and direction for the team. (47m26s)

On Work-Life Balance (47m37s)

• The importance of having a purpose is emphasized, with a strong agreement on its necessity. (47m37s)
• A philosophy of work-life balance is discussed, where individuals are encouraged to be fully present and intense both at work and at home. (47m41s)
• At work, employees are expected to be completely focused and not distracted by things like social media. (47m52s)
• Similarly, when at home, individuals should be fully present with their families, mirroring the intensity they bring to their work. (48m0s)
• The concept of work-life balance is challenged, suggesting that extraordinary achievements require extraordinary efforts, which may sometimes include being available for work outside of regular hours. (48m12s)
• There is an acknowledgment that while being ready for unexpected work demands is necessary, maintaining presence at home is crucial to avoid burnout and relationship issues. (48m39s)
• A total of 330 million dollars has been raised so far. (48m50s)

Lesson on Fundraising (48m53s)

• Fundraising is a multi-step process that begins with assembling a strong team, developing a sensible mission and strategy, working diligently, evaluating progress with clear metrics, and sharing these metrics with potential investors. (48m53s)
• Success in fundraising is largely dependent on the company's performance, as indicated by upward-trending graphs, which make it easier to attract investment. (49m32s)
• First-time founders should avoid begging for money, as investors are inherently motivated to invest due to the nature of venture capital, where most investments are expected to fail, but missing a successful deal is not acceptable. (49m41s)
• Founders should engage with investors as equals, recognizing that while cash is a commodity, their company is unique. It is important to maintain a balanced conversation without arrogance. (50m20s)
• Founders often struggle to articulate how their company can become a billion-dollar business, especially in Europe, where such ambition might be seen as arrogant or unrealistic. (50m44s)
• A founder must be idealistic and present a compelling vision to motivate their team, especially during challenging times, such as economic downturns or industry shifts. (51m12s)
• A strong vision is crucial not only for inspiring the team but also for communicating effectively with investors. (51m54s)
• There is a need for long-term commitment from founders, who should be willing to invest 15 to 20 years of their lives to build generational companies, especially in Europe. (52m11s)
• Founders must be fully dedicated, with every part of their being committed to starting and building a company, as partial commitment is not sufficient. (53m32s)
• Entrepreneurship is likened to getting repeatedly challenged and enjoying the process, similar to a form of masochism where one seeks out challenges and setbacks. (54m21s)
• The analogy of learning to ski is used to illustrate that those who are willing to fall and fail repeatedly learn the fastest and become successful. (54m47s)
• Reflecting on past experiences, there is a mention of a special projects team that was not as effective as hoped, indicating a learning point in resource allocation. (55m18s)
• The traditional approach of having a core business and a separate special projects team to innovate and then integrate successful innovations back into the core is considered ineffective. (55m29s)
• It is argued that if the core of a company lacks the capability to innovate, there is a fundamental problem, and relying on a special projects team might be an excuse for this deficiency. (55m50s)
• When a special projects team develops something successful, the person responsible for the innovation should be allowed to own and scale it, as this is more motivating and effective. (56m11s)
• The presence of a special projects team might indicate underlying issues within the core business, and investing in such teams could be a misallocation of resources. (56m35s)

Why Spain is the Worst Market for Choco (56m41s)

• Spain is considered a highly fragmented market, with the average restaurant ordering from 18 different suppliers, compared to four and a half in the US and Germany, and nine in France. This fragmentation requires a different approach, such as a self-onboarding product, making the market challenging. (56m43s)
• Despite the challenges, Spain has advantages, including a growing GDP and access to talent, with Barcelona being an attractive location for people to move to. (57m26s)
• The company found product-market fit early on, even before starting to code, by iterating on design with user feedback. This early success allowed them to expand to cities like Berlin, Germany, France, and the US. (57m47s)
• The speaker reflects on wishing they had spent more money and resources in the first 24 months to capitalize on their early success, which would have allowed for a more significant land grab on distributors and created a larger brand presence. (58m22s)

Raise to Compete or Avoid the Frenzy (58m45s)

• In a competitive industry where many are rapidly raising funds, it is important to focus on playing one's own game rather than getting caught up in the frenzy. The decision to increase spending should be based on achieving a complete understanding of product-market fit and efficient economics before accelerating growth. (58m45s)
• The presence of strong competitors is beneficial as it motivates improvement and provides a clear target to surpass. A specific example mentioned is the competition with a company called Rey, which had a significant presence in multiple cities and was much larger in terms of funding. (59m44s)
• Competitors serve as a motivational tool, especially when aiming to become the market leader. Once at the top, the focus shifts to maintaining dominance, which can be more challenging. It is important to balance extrinsic motivation from competition with intrinsic motivation to achieve the organization's mission. (1h0m35s)
• Intrinsic motivation should be prioritized over extrinsic factors, with the focus on achieving the mission rather than solely on defeating competitors. The phrase "Lions don't lose sleep over sheep" emphasizes the importance of concentrating on one's own goals. (1h1m25s)

Quick-Fire Round (1h1m54s)

• There is a belief that only AI-first companies, where the majority of revenue comes from AI products, will succeed due to their capital efficiency and fast adoption curves. AI is expected to become a standard requirement for companies, similar to having a social media presence. (1h2m3s)
• Revenue growth has significantly increased since transitioning to AI, with the company reaching two and a half billion in gross merchandise value (GMV) in less than a year after initially taking five years to reach one and a half billion. (1h3m8s)
• The closest competitor is estimated to have less than half the GMV, highlighting the company's significant market position. (1h3m28s)
• Running a company is likened to crossing a jungle, with different roles and challenges, and the difficult experiences are seen as valuable stories that contribute to the overall journey. (1h4m1s)
• If given the opportunity to be CEO of another company for a day, Pixar is chosen for its talent density and creative environment, which contrasts with the current company's focus on B2B and efficiency. (1h4m56s)
• In 2023, Deutsche Bahn, the German railway company, paid bonuses to all employees despite failing to meet punctuality goals, with performance actually declining by 9%. This situation highlights the company's dysfunctionality, as even other European railway systems, like those in France and Italy, have stopped allowing German trains due to their consistent lateness. (1h5m26s)
• Deutsche Bahn is primarily government-funded and lacks a profit incentive, leading to poor management. The company is contrasted with private initiatives like FlixBus, which is attempting to improve railway services despite having to use Deutsche Bahn's infrastructure. (1h6m31s)
• The concept of "bias for action" versus "impulsiveness" is discussed, using a story about Jeff Bezos deciding to fly to Paris instead of Chicago as an example. The outcome of such decisions determines whether they are seen as proactive or impulsive. (1h7m30s)
• There is a belief that successful companies should aim to reduce headcount by automating processes, especially with the advancements in AI. This could lead to the emergence of "one-person unicorns" or small teams achieving significant success. (1h8m24s)
• The importance of understanding personal motivation is emphasized, particularly why someone is willing to commit to a long-term project, as opposed to just focusing on financial gain. It is suggested that money should be seen as a byproduct of building a great company rather than the primary goal. (1h9m8s)
• A strong competitive drive is highlighted as essential for success, with aspirations to excel in various areas such as company building, hiring, competitive strategy, product development, and technology adoption, including AI. The ultimate goal is to be the best in these fields, with valuation being a measure of success. (1h9m50s)
• There is a critique of the current state of infrastructure and social issues in Silicon Valley, despite it being a hub for leading AI and technology companies. Problems such as poor transportation, homelessness, and declining quality of life are noted, questioning why these issues persist despite the region's technological advancements. (1h10m53s)
• The discussion raises concerns about the paradox of technological progress not translating into improved living conditions, with areas like healthcare, education, transport, and cost of living reportedly worsening. This prompts reflection on whether current efforts are impactful enough to address these fundamental societal challenges. (1h12m1s)
• The discussion highlights the significant impact of reducing food waste, which is a major contributor to carbon dioxide emissions and climate change, particularly affecting developing countries. (1h13m1s)
• There is a need for a new economic model that aligns business success with positive societal and environmental outcomes. This involves transitioning through three generations of companies. (1h13m21s)
• The first generation of companies operates without considering societal or environmental benefits, while the second generation aims for zero negative impact. (1h13m30s)
• The third generation of companies is characterized by a direct correlation between economic success and positive impact on the economy and the planet, where business models inherently promote sustainability. (1h14m12s)
• An example is given where if every unit sold by a company results in reduced carbon emissions or lower housing costs, it represents a third-generation company. (1h14m38s)
• The importance of focusing on high-impact areas like food waste reduction is emphasized, as it has a significantly greater impact on carbon dioxide emissions compared to the electrification of cars. (1h15m46s)
• The conversation stresses the need to remain methodical and not be swayed by emotional appeals, focusing instead on areas with the highest potential for positive environmental impact. (1h16m10s)
• Daniel Khachab discusses the importance of taking a clear stance on issues rather than being indecisive, highlighting that many people tend to remain neutral in discussions. (1h16m34s)
• The conversation concludes with expressions of gratitude and appreciation for the opportunity to participate in the discussion, with specific thanks given to Harry for the invitation. (1h16m45s)