A Billionaire's Guide To Going From $4/hour to $1 Billion Net Worth - Dharmesh Shah

Intro (0s)

• The goal is to help the audience make their first million, and the approach will be to discuss topics where expertise can be shared, such as AI and agents, as well as provide borderline guaranteed ways to increase the probability of achieving this goal (50s).
• The unhidden agenda includes talking about useful things and increasing the probability of the audience making their first million, while also being humble and solving for utility over humility (54s).
• To achieve the first million, it's essential to invest time in high-leverage activities and not just convert labor into value, as this will not lead to significant progress (23s).
• The current time is considered the easiest to get to the first million, with many opportunities available (35s).
• The approach will involve discussing topics that can increase the probability of making the first million, such as AI, agents, and other high-leverage activities (1m2s).
• The guest, Dharmesh Shah, is the most prepared guest, having done extensive research, watched old episodes, read comments, and incorporated feedback (1m59s).
• Dharmesh Shah's goal is to provide useful information and increase the probability of the audience making their first million, and he is willing to say non-humble things if it increases the utility of the information (1m30s).
• The conversation will be focused on using the hour to increase the probability of making the first million, with no guarantees but a promise to provide useful information (3m11s).

Lesson 1: Get leverage (3m33s)

• Dharmesh Shah immigrated to the US in his early 20s and initially struggled to find a job, getting rejected from Pizza Hut, Big Lots, and Red Roof Inn before landing a night shift job at a motel for $4/hour (3m48s).
• In the early parts of most people's careers, they work retail or similar jobs and have a "currency" which is the time value of their time, with the goal of multiplying this currency by the amount of labor expended to create money (4m42s).
• There are only two ways to make more money in this equation: work more hours or raise the currency (price) that people are willing to pay for your time (5m16s).
• Dharmesh Shah's approach at the time was to look for as many hours as possible to work, but notes that this approach has limitations (5m27s).
• In the early part of life, people tend to spend a large amount of time converting time into money, and in the latter part, they try to convert money back into time (5m49s).
• As people gain experience, their "currency" tends to increase automatically, with companies paying more for experience (6m10s).
• To break into accumulating wealth, it's necessary to get out of debt and gain some sort of leverage, which can help increase earnings (6m32s).
• The concept of leverage is crucial in achieving success, as it allows individuals to amplify their efforts and create more value, much like the physics principle of using a lever to move a heavy object, and this requires a fulcrum or a point of pivot, which can be achieved by allocating time and resources to learning and self-improvement (6m52s).
• Spending 100% of one's time converting labor into value without increasing leverage will not lead to significant progress, and it is essential to allocate some time to activities that may not be directly paid for, such as reading books, attending seminars, or meeting people, to gain leverage and eventually achieve the first million (7m16s).
• Investing in oneself is vital, and this can be done by allocating a percentage of one's income, such as 10%, to activities that improve one's value, such as buying books or attending seminars, and this investment can lead to a significant increase in one's earning potential (7m58s).
• The highest-return investments for personal growth and increasing earning potential are often books, and authors like Harvey McCay, who wrote books such as "How to Swim with Sharks Without Being Eaten Alive" and "All I Really Need to Know I Learned in Kindergarten", can provide valuable insights and lessons (8m34s).
• These books may seem basic or unsophisticated by today's standards, but they can provide essential knowledge and understanding of how the world works, especially for individuals who may feel like outsiders or aliens in their environment (8m46s).

Lesson 2: Be an asset, not a liability (9m26s)

• To progress in a career, it's essential to be an asset rather than a liability, and this can be achieved by working in a field where one's skills are directly related to the company's core product or service (9m26s).
• After working at Red Roof, a job was secured at US Steel, where the role involved working as a software developer, and this was the first real programming job (10m31s).
• While working at US Steel, the realization was made that if one is not directly involved in the company's core business, they are considered overhead, and this led to the decision to work for a software company where software is the actual product (12m39s).
• To find a job at a software company, the Sunday paper was used to search for job ads, and a job was found at a company called Suard Data Systems in Birmingham, Alabama (13m9s).
• Working for a software company can be life-changing, as these companies tend to treat developers better than non-software companies (13m29s).
• HubSpot has compiled a list of resources to help find market opportunities and validate business ideas, which can be accessed for free (10m5s).
• The importance of being in the right location was also highlighted, as the decision was made to transfer from Gary, Indiana to Birmingham, Alabama, due to the latter being considered a more desirable location (11m32s).

Lesson 3: Get even closer to the value creation (13m40s)

• The value created by an individual is inversely proportional to the distance from the actual value creation, so it's essential to get closer to the actual customer or product to increase leverage and currency (13m40s).
• In the 1990s, people had a less nuanced approach to how value gets created, but it's crucial to be involved in the actual value creation process, whether it's making, selling, or shipping a product (14m5s).
• Working as a software developer at SunGard, the individual was making around $40,000 a year, which was considered good money at the time, and was tasked with creating a graphical user interface for a Mainframe product (14m24s).
• The individual realized that the work being done by consultants, who were making $125 an hour, was relatively rote and could be done by someone with minimal experience, including their 17-year-old brother who had not graduated high school (15m23s).
• The individual's brother was hired to do the work and was paid $5 an hour, and the individual continued to work on the project, hiring their classmates from undergrad to help with the growing team (16m17s).
• The individual became impatient with their role and constantly asked for more responsibilities, leading to repeated salary bumps, despite still being an individual contributor and not managing anyone (16m45s).
• Dharmesh Shah worked for a software company in Birmingham, Alabama, in the early 90s, where he was paid a quarter of a million dollars a year after being there for only a year and a half, due to his ability to connect the dots on the value being created (17m2s).
• He eventually got tired of working for the company and felt it was wrong to keep asking for more money, realizing he had hit his ceiling of what was reasonable to ask for (17m16s).
• Shah decided to start his own software company to get closer to the value creation, despite having no product idea at the time (17m30s).
• He knew how to make developers happy, having hired his friends and understanding what makes them click, which led to the Genesis of his first startup (17m58s).
• At 25-27 years old, Shah had a conversation where he was asked if he thought he could find many companies that would pay him $200,000 or more, and he responded that he only needed to find one company that would pay him that amount (18m32s).
• Shah believed that he could find one company that would pay him $200,000, and he was willing to bet money on it, which is a mindset that can be applied to other areas of life, such as dating or business (19m20s).
• He emphasized that finding one successful opportunity, whether in business or personal life, can be enough to change one's life (19m38s).

Mini Masterclass on Power Negotiating (19m42s)

• The power of negotiation is a crucial skill, and the book "Getting to Yes" from the Harvard University Negotiation Project is highly recommended for learning effective negotiation techniques (19m48s).
• Most people view negotiations as adversarial, but in reality, many negotiations in life and business are not zero-sum games, and there is often a path that can optimize for both parties (20m15s).
• To be a better negotiator, it's essential to identify your actual needs and the needs of the other party, as there may be something more important than just price or compensation (20m33s).
• Companies often make the mistake of assuming that employees are primarily motivated by compensation, autonomy, and discretion, but in reality, flexibility is often the top priority (21m12s).
• Understanding the importance of flexibility can help companies make better decisions and provide benefits that are more valuable to employees, even if they come at a cost (21m30s).
• The book "Getting to Yes" offers valuable insights and lessons for effective negotiation, and it's a worthwhile read for anyone, not just business professionals (21m52s).
• Jeremy Gfin, a guest on the podcast, also recommended the book and shared a similar idea about negotiation, emphasizing the importance of collaboration and finding mutually beneficial solutions (22m1s).
• Chris Barling, a colleague of Jeremy Gfin, offered a valuable perspective on negotiation, suggesting that instead of viewing it as an adversarial process, imagine sitting on the same side of the table and working together to solve a problem (22m7s).
• When negotiating the price of a unique item with no clear comparables, the typical approach of pointing out flaws to drive down the price may not be the most effective strategy (22m38s).
• Instead, expressing genuine appreciation and love for the item can help build trust with the seller and make them more likely to accept the buyer's offer (23m41s).
• This approach works by making the seller feel that the buyer truly understands the value of the item, and that they may not find someone else who appreciates it as much (24m5s).
• The key to this strategy is to be authentic and genuine in expressing enthusiasm for the item, as insincere flattery is unlikely to be effective (23m50s).
• This approach is particularly useful in situations where the price is not objectively known, and there are no clear comparables to rely on (24m23s).
• By taking this approach, the buyer can help put the seller at ease and increase the chances of a successful negotiation (24m18s).

Dharmesh's little-known $2M failure (24m35s)

• Dharmesh Shah founded two companies, with the first one being successful despite his lack of knowledge and experience at the time, and the second one being a failure despite his increased knowledge and experience (24m35s).
• Shah notes that just because he was ignorant when making decisions for his first company, it doesn't mean those decisions were wrong, and in fact, his natural instincts often led to good decisions (25m22s).
• He believes that many founders' natural instincts, such as being resourceful and not overspending, can be beneficial in the startup environment, even if they don't have prior experience (25m50s).
• Shah's second company was a failure because he second-guessed himself and tried to do the opposite of what he did with his first company, which led to suboptimal decisions (26m17s).
• He recalls a story about a friend who became strong at bench pressing without knowing the "proper" technique, illustrating that the end result can be achieved regardless of knowledge or experience (26m56s).
• Shah's second company was a social media platform for small businesses, similar to Facebook, but it ultimately failed (27m16s).
• Dharmesh Shah worked on a CRM (Customer Relationship Management) tool for small businesses around the 2000 time frame, right as the bubble was bursting. (27m24s)
• The CRM tool was called Captivo, a web-based Information Management tool for small businesses, and it was not an internet company but rather a tool for managing customer information. (27m37s)
• Shah put around $2 million of his own money into Captivo, and after about two years of product development and over $1 million of capital invested, the company still couldn't gain significant traction. (28m6s)
• Captivo was eventually sold, but it didn't work out, and Shah considers it a failure, although he was able to make his money back by merging it with his first startup and selling the merged entity. (28m35s)
• Shah notes that the internet wasn't as big of a deal back then, and he wasn't blogging or sharing his experiences publicly, which is why there's limited information available about Captivo online. (28m50s)
• The failure of Captivo was a long and difficult experience for Shah, but he was able to learn from it and move on to other successful ventures. (29m32s)

Lesson: Insight compression (29m35s)

• The concept of trading time for money and then trying to trade money back for time is a common life pattern, with the goal of increasing one's value per hour through investments in personal development, such as books, training, and seminars (29m35s).
• In a job, one can be either an asset or a liability to the company, and to be higher leverage, one needs to be closer to where the actual value is created (29m59s).
• Negotiation is key, and asking for more in a simple and inarguable way can be effective, as seen in the example of asking what it would take to be making more (30m15s).
• The power of being able to reduce and frame something in a simple way is a developable skill, which can be applied to various areas such as marketing, venture pitches, and communication (30m27s).
• This skill is referred to as "inside compression," which involves boiling down a big idea to its essence and making it simple and transmissible (31m3s).
• The importance of continuous learning and self-improvement is highlighted, as seen in the example of taking a power writing course to improve one's skills, even as a successful founder of a billion-dollar company (31m36s).
• The story of Mike Posner, a musical artist, serves as a cautionary tale about the dangers of complacency and the importance of continuous improvement, as he faced challenges after his initial success (32m0s).
• A person, who is a Grammy Award-winning artist, went through a period of depression and decided to enroll in Berkeley College for music to improve their skills, learning to play the guitar and sing, despite already being a successful artist. (32m35s)
• This experience was inspiring, as it showed that even successful individuals can continue to sharpen their skills and invest in learning, unlike many adults who stop learning after a certain age. (33m11s)
• Developing writing skills, particularly copywriting, has a high return on time investment, with no apparent ceiling, making it a valuable use of time that can lead to improvements in various areas, such as thinking, communication, and sales. (33m32s)

Dharmesh sells Chat.com (34m8s)

• Dharmesh Shah had purchased the domain chat.com for around $10 million, with the intention of building a chat application on top of the GPT algorithm, similar to ChatGPT, but didn't have a clear plan at the time of purchase (34m9s).
• The idea was to create an end-user application that sits on top of large language models like GPT, as Open AI is a platform company and their ChatGPT was just a demo app to demonstrate the power of the GPT algorithm (35m28s).
• Dharmesh Shah had accidentally competed with Open AI in the past and didn't want to do it again, considering Sam Altman, the CEO of Open AI, to be too smart and a strong capitalist (35m37s).
• Open AI's ChatGPT was not expected to gain tens of millions of users within a couple of months, but it did, catching them off guard (36m35s).
• Dharmesh Shah's plan was to create a chat application that would be an actual end-user product, rather than just a demo, but the universe had other plans and the domain chat.com was eventually sold to Open AI for around eight figures (35m3s).
• The sale of chat.com to Open AI was a result of the domain being a great investment, and Dharmesh Shah had made a bet on it without having everything figured out (35m9s).
• A rare event became available for sale for the first time in 30 years, and it had never been used before, prompting the decision to purchase it (37m12s).
• The purchase was rationalized as a way to get into the AI party and be taken seriously, as well as a marketing opportunity to get people's attention (37m26s).
• The domain was acquired at a SEO event where Sam Altman announced that OpenAI would support plugins for ChatGPT, which sparked the idea to sell the domain (38m14s).
• The decision to sell the domain was made to avoid competing with OpenAI, as it was clear that ChatGPT would be a big bet for them, and the domain was not being used for any projects (39m10s).
• The domain was sold to OpenAI, and there were other bidders at the time of the sale, but the exact details of the transaction are not disclosed (39m25s).
• The sale was made in exchange for shares of OpenAI, rather than for a profit, and the announcement was made with a clever GPT prompt that hinted at the details of the sale (39m52s).
• Dharmesh Shah has known Sam for a while and is aware that Open AI bought ChatGBT, and he was a shareholder in Open AI at the time of the purchase (40m13s).
• The prompt asked Shah to guess the price at which the domain was sold, considering his knowledge of the facts and his connection to Open AI as a shareholder (40m19s).
• Shah was not a shareholder in Open AI before the purchase but would have liked to be an investor, and this opportunity was seen as a desirable one (40m31s).
• The purchase price of the domain was likened to a "cover charge" or "ante" to gain access to a valuable investment opportunity (40m40s).
• Based on the available information, the AI-generated answer to the prompt was that Darash bought the domain for $55 million and now owns $55 million of Open AI stock (40m50s).

Agents are the new apps (41m6s)

• A lesson from Steve Jobs is that you can't connect the dots looking forward, you can only connect them looking backwards, so you have to have faith that the dots will connect at some point in the future, and trust your instincts (41m16s).
• Collecting dots, which can be people, skills, experiences, or lessons, is essential, and over time, you can look back and see how these dots have connected to create your current situation (41m44s).
• Investing time in collecting dots that may or may not make sense at the time, but feel right, is crucial, and it's not necessary for all of them to work out, as just one or two successful dots can make a significant difference (42m22s).
• Having a "nose for the ball" means being able to identify opportunities and be in the right place at the right time, which is essential for success, and this ability can be seen in people who consistently find themselves in the right spot (43m0s).
• The ability to identify the next best place to be, whether it's software development in the 90s, the internet in 2000, cloud SAS companies in the next decade, or AI agents now, is critical for success, and those who can do this will be in a "target-rich environment" (43m46s).
• Agents, specifically AI agents, are the next big thing, and those who are interested in this frontier will be in a position to create companies worth tens of billions, billions, hundreds of millions, and tens of millions of dollars (44m0s).
• The current time is the easiest it has ever been to make your first million, and agents are a key part of this, as they unlock new opportunities and make it easier to achieve success (44m42s).

The future is hybrid teams (44m51s)

• The concept of agents is discussed, with agents being AI software that can accomplish higher-level goals requiring multiple tasks and steps, as opposed to the interactive model of AI where tasks are more discreet and single-step (44m53s).
• Agents have the ability to functionally decompose tasks, have memory, and accomplish high-level goals, making them a significant opportunity (45m36s).
• The expectation is that agents will become the new apps, with hundreds of thousands to millions of agents being developed in the future, similar to the proliferation of mobile apps (46m15s).
• Agents can be thought of as AI apps that can do high-order goals requiring multiple steps, making them simpler to use and more accessible (46m32s).
• The view of the world is that hybrid teams consisting of humans and AI agents will become the norm, with AI agents being treated as digital team members (47m9s).
• The easiest way to integrate AI agents into teams is to think of them as digital team members, allowing for a smoother transition and the automation of individual tasks (47m29s).
• Hybrid teams will likely consist of humans and AI agents working together, with AI agents taking over specific tasks and freeing up humans to focus on higher-level goals (47m47s).
• The concept of hybrid work is evolving, from a geographic perspective to a carbon-based life versus non-carbon based life perspective, where tasks are divided between humans and digital agents (48m6s).
• In this new work setup, tasks are decomposed into smaller steps, and humans work alongside digital agents to complete tasks, with humans handling higher-level tasks and digital agents handling lower-level tasks (48m16s).
• The role of humans in this setup is to review and approve tasks completed by digital agents, with digital agents handling tasks that have lower stakes and can be trusted to be completed accurately (48m56s).
• Digital agents can be trusted to complete repetitive tasks, such as loading the dishwasher, and can do so more efficiently and accurately than humans (48m42s).
• The use of digital agents can free up human time and energy to focus on higher-level tasks, such as reviewing and approving content, with digital agents handling tasks such as producing multiple versions of a blog article (49m5s).
• The future of work may involve a combination of human and digital agents working together, with humans handling tasks that require creativity and judgment, and digital agents handling tasks that can be automated (49m20s).

Agents Dharmesh uses today (49m23s)

• An agent is used to create a LinkedIn post based on a YouTube video, specifically an episode of "My First Million", by pulling the transcript, identifying key players, highlighting quote-worthy moments, and determining the style that works well on LinkedIn (49m23s).
• The agent uses a style creator to produce a 200-word prompt that describes the language and style for the LinkedIn post, which may include bullet points, emojis, or other elements that work well on the platform (50m31s).
• The agent is able to produce a LinkedIn post that is tailored to the user's needs and is a better output than a simple transcript (50m44s).
• Another agent is used to create a better YouTube transcript with chapter headings, formatted quotes, and a human-consumable format (51m3s).
• A website, MFM Vault, is being built by Greg, which uses agents to extract ideas, frameworks, and stories from episodes of "My First Million" podcast (51m21s).
• The website allows users to search for specific topics, such as frameworks or stories, and provides summaries and links to relevant moments in the podcast (51m54s).
• The agents used on the website are composable, meaning they can be used for other tasks beyond just summarizing podcast episodes (53m5s).
• The use of agents and composable Lego blocks is seen as the future of task automation (53m11s).

Dharmesh's next big thing (53m20s)

• A professional network called "agent" is being developed for AI agents, similar to LinkedIn, where AI agents can be found, rated, and reviewed, and humans can follow and hire them (53m21s).
• The network will allow AI agents to hire other agents, try them out, and figure out which one is best for a particular use case, all without human intervention (54m29s).
• The concept of solo software is mentioned, which refers to software built for personal use, and the speaker has built a lot of solo software over the years (54m50s).
• The speaker is asked why they, as a billionaire, are not pursuing new and bigger ventures like Elon Musk, but instead have been working on CRM for 30 years (55m25s).
• The speaker responds that their current work is actually their next big act, and they compare it to being in "power mode" in a video game, where they have the resources and freedom to explore and try new things (56m10s).
• Building a new project or company requires a team, and finding the right co-founder can have a significant impact on the outcome, as winning the "co-founder lottery" can greatly increase the chances of success (56m39s).
• Having an existing infrastructure, such as HubSpot, can provide benefits and increase the odds of pulling off a new project, but it may also limit the scope of ideas that can be pursued (56m58s).
• Being a CTO at HubSpot may not be the best position to pursue a big, bold idea, as the company has a specific mission, customers, and business model that may not align with the idea (57m15s).
• There are two ways to look at this situation: either HubSpot is the best place to pursue new ideas, or it may be limiting and unnecessary to tie the idea to the company's roadmap (57m47s).
• If an idea is exciting, but not a good fit for HubSpot, it may be better to pursue it outside of the company to avoid limitations and distractions (58m15s).
• Quitting a job to start a new company can be beneficial, as it allows for complete focus on the new project and eliminates distractions (58m37s).
• The "burn the boats" approach, where a startup goes all-in on an idea, can be a powerful advantage, as it allows for complete focus and eliminates distractions (58m51s).
• Pursuing a new idea outside of HubSpot may allow for a higher potential version of oneself to emerge, as it provides the opportunity to see how fast the project can go and what one is capable of (59m20s).
• Taking the leap of faith and going out to do something with one's life and side project is a big believer, and it's great, but it's also important to reflect on what success looks like and what one wants to achieve in life (59m59s).
• Building things is a true passion, and it's essential to prioritize time for building and creating, even if it means not having direct reports or taking on other responsibilities that might get in the way (1h0m36s).
• Externally imposed rules, such as those that dictate what a person in a certain role should or shouldn't be doing, should not be accepted, especially in creative disciplines like software development (1h1m6s).
• Software development is a hits-driven business, and it's essential to be right a few times, just like musicians and writers need to keep creating to produce their best work (1h1m19s).
• Maximizing build time and minimizing non-essential tasks is crucial for achieving personal and professional goals (1h1m38s).
• The personal mission statement is to help millions grow better, and the goal is to have a positive impact on the most number of people (1h1m45s).
• One-on-one meetings don't scale, which is why it's essential to focus on activities that can have a broader impact, such as speaking to a larger audience (1h2m1s).
• The topic of discussion was chosen to provide value to the audience and increase their probability of making their first or next million (1h2m10s).
• A personal mission and personal values are essential, similar to those of a company, to operate effectively, whether individually or with family (1h2m37s).
• The founders of a company often establish the original company values, which are a reflection of their own values (1h2m51s).
• Most companies' values are a reflection of their founders' values, as seen in the case of HubSpot, where the company values originated from the founders' values (1h2m56s).

Uncomfortable company values (1h2m58s)

• The most controversial company value that has a significant tradeoff is humility, which is often confused with a lack of confidence or aggression, but actually means being self-aware and recognizing the need to learn (1h3m5s).
• Humility is a core value that drives the company's culture and is essential for growth and development (1h3m39s).
• The second most controversial value is empathy, which was not always a core value but was added later as the company evolved (1h3m46s).
• Empathy is about being able to understand and relate to others, and it's essential for building strong relationships and a positive company culture (1h3m48s).
• Having explicit company values means that there are tradeoffs and sacrifices that need to be made, and not everyone may agree with these values (1h4m31s).
• A true company value means that something needs to be sacrificed, and it's not just a platitude or an obvious statement (1h4m40s).
• Examples of companies with strong values that involve tradeoffs include Facebook's "move fast and break things" and Bridgewater's "radical honesty" (1h5m0s).
• Radical honesty means being uncomfortably honest with each other, which can be difficult in the short term but leads to better outcomes in the long term (1h5m8s).
• Taking values seriously means being willing to make tradeoffs and sacrifices, which can be uncomfortable but ultimately lead to growth and success (1h5m20s).

Local maximum vs global maximum (1h5m33s)

• Maximizing involves finding the maximum, but people often fall into the trap of finding the local maximum versus the global maximum, which can be illustrated using a bell curve graph (1h5m38s).
• The local maximum is the highest point on a graph, but zooming out may reveal an even higher maximum, or global maximum, which is the actual highest point (1h6m1s).
• The non-obvious part of finding the global maximum is that it often requires climbing the local maximum hill first, as it cannot be seen from the sidelines (1h6m18s).
• Climbing the local maximum hill provides the necessary effort and perspective to see the landscape and identify the global maximum, which may be a much bigger opportunity (1h6m37s).
• This concept is related to the idea of connecting dots, where doing something that seems small or insignificant can provide the necessary perspective to identify the bigger opportunity (1h6m47s).
• Sometimes, doing the thing that does not seem like the big bet is necessary to gain the perspective to see what the big bet is going to be (1h6m51s).

RaaS: Results-as-a-Service (1h6m57s)

• Results-as-a-Service (RaaS) is a concept where companies provide outcomes or results directly to customers, rather than selling them software or tools to achieve those outcomes (1h6m58s).
• This is in contrast to Software-as-a-Service (SaaS), where customers access software over the internet, but still use it themselves to achieve their goals (1h7m18s).
• RaaS is similar to the sales technique of focusing on the desired outcome, rather than the tool or product itself, such as "people don't buy drills, they want holes" (1h8m57s).
• The idea of RaaS is not new, as lead generation companies have been providing results-as-a-service for a long time, where customers pay for specific outcomes, such as phone calls or leads (1h8m36s).
• RaaS is the next wave of software, where the focus is on providing outcomes, rather than just tools or software, and this is how the service is packaged and sold (1h9m3s).
• The MFM Vault, built by Greg, is an example of an agent that uses multistep sequencing to achieve specific outcomes, and it also has a platform for building agents without writing code (1h9m26s).
• The agent Builder platform allows for the creation of agents that can call other AI tools, and it is a professional network for distributing, finding, discovering, reviewing, and rating agents (1h9m50s).

Being a first time billionaire (1h9m59s)

• Dharmesh Shah's net worth has reached nearly $1 billion, with HubSpot stock almost hitting an all-time high, and he has been featured on Forbes, but he doesn't have explicit goals like some of the smartest people do, instead focusing on getting better, having money, freedom, and making choices (1h10m0s).
• Shah is a mix of contradictory traits, being gentle and kind, yet competitive and aggressive, and humble, yet a marketer who sees the value in self-promotion (1h10m21s).
• He has a desire to be number one on leaderboards, but also doesn't want to be on lists, and with every level of success, he wants to achieve more, whether it's getting richer or more ripped (1h10m49s).
• Shah's motivator is not just about the money, but about creating a positive impact for the most number of people, and he is willing to make sacrifices to achieve that mission (1h12m11s).
• He believes that marketing is part of creating that impact, and he will do what it takes to get his message out to more people, even if it means being more visible than he would like (1h12m21s).
• Shah's ask is for people to leave comments and engage with his content, as that is the leaderboard he is after, and it helps the algorithm more than likes do (1h12m58s).