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Rob, big day we are. 
We are dropping knowledge. 

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We've got a big new presentation
that's out. 

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Tell us about it. 
What's going on? 

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Yeah, So I don't remember why I 
thought to do this. 

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At some point it was like, cool,
I'm just going to, I'm going to 

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make a big presentation. 
And so I had done, I done one of

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these two years ago to give a 
six hour workshop or like a full

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day workshop at Harvard. 
And I think I've been building 

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like with the book, with 
everything I've done since then,

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I've been building a like 
evolved version of that that is,

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I think probably 10 times better
and also much longer. 

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And so it turns out it is 
currently 150 slides on why do 

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startups take off, how to make 
startups take off. 

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And it will likely keep growing.
But I'm going to. 

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I'm forcing myself to release 
this version today. 

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Yeah. 
And on that note, it's like, 

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yes, some of the core ideas are 
similar, like you use some of 

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the same words around demand, 
but there's also things that are

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in the in the last two years 
since that since that drop are 

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just new, like it's your your 
thinking has evolved like poll, 

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even as a concept didn't exist 
at that time. 

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And so this is revisiting kind 
of like your hallmark. 

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Why what happens that causes 
startups to take off, but 

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through a better like a better 
lens, like a more complete lens 

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is, is how I read it. 
And yeah, it is a it is a 

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mammoth. 
I'll, I'll share it here just so

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that people know it's know it's 
like a real thing. 

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But what you do is in different 
pieces you walk through or 

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instead of me putting words to 
it, Rob, how, how would you 

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describe like how this is 
structured and what people are 

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going to find in it? 
Yeah. 

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So it's framed from the typical 
position that most start-ups, 

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basically every single startup 
finds itself in every single 

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founder, every single startup, 
and a lot of established 

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companies find themselves in 
where you have a product or an 

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idea or whatever that is 
objectively valuable and 

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differentiated and interesting. 
And even customers are saying 

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that and they're saying they 
want it or they're saying they 

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need it or, or you know, 
something like you're hearing 

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all the right things, you have 
all the right pieces. 

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And yet you're not, they're not 
buying fast, you're not taking 

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off. 
And what I've realized in the 

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past couple of years of doing 
this is that basically that is 

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the, that is not the natural 
state of the world, but that is 

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the default outcome of the way 
that we are taught to think 

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about startups. 
And so that's where, where the, 

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the, this all starts, which is 
this place where everything 

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makes sense and doesn't work. 
It isn't what isn't taking off 

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specifically. 
And so from there we have to 

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basically say, OK, why is this 
happening and what's causing 

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this? 
And there are a ton of books out

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there and playbooks and there's 
a ton of advice out there. 

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What are we missing here? 
And I found the right, I, what I

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think is the right way to talk 
about that, which gets us to 

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the, the core question, which is
OK, why do people actually buy 

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things? 
And from there, like that's 

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where I think the core 
misunderstanding, which is that 

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we think that people buy things 
because they have pain points, 

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because they have problems, 
because we offer value, because 

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they want a product, when in 
fact those things are not 

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related to purchases. 
Yeah. 

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And once you embrace that 
difference, you can build a new 

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model for thinking about 
startups that makes it both more

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intuitive, which is kind of 
helpful, but more importantly, 

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actually work when when 
everything up until now is often

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intuitive, it just doesn't work.
This is a model that is both 

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intuitive and works. 
And we've seen this a time and 

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time again where start-ups go 
from the kind of pain points 

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problems, vision da, da, da, da,
like value props that they are 

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pushing onto a market where the 
market doesn't pull to just like

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switching this little bit of 
thinking at the core about why 

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are people buying things and 
everything about their business 

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changing at that point. 
Yeah. 

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And there's, you know, one thing
that while I was reading through

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this, I've been as close or 
closer to it like you're 

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thinking, you know, for the last
several years as basically 

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anybody. 
And it was still helpful for me 

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to connect the dots between this
is how the system works. 

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Like maybe there's been concepts
like the toll booth. 

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OK, that resonates. 
And you know, pinpoints versus 

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problems which you just talked 
about like maybe maybe that 

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sense and OK, like the delivery 
mechanism or the pricing, like 

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maybe there's been some of these
concepts, but they're a little 

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bit disjointed. 
Like they're like tips that live

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on their own. 
But what what this presentation 

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or like what this drop does is 
it shows you how the system 

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works when it is and like how 
the different elements connect 

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to each other and why they 
connect to each other in a way 

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that, yeah, actually, you know, 
it connects to that foundational

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understanding of why people buy.
And then what is the system if 

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if that's where you start, what 
is the system of a startup that 

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develops as a consequence of 
that? 

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And yeah, exactly it's, it's the
goal is to build 1 model, yeah, 

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for startups that. 
And from that model, you can 

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know what to do at any one point
in time. 

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And so it starts with the why 
people buy designs around that 

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and gives you a way to look at a
start up that tells you what to 

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do in any single moment. 
So you go from, it feels like 

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there's a lot of things that are
important. 

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We're trying a lot of things. 
We're hearing all the right 

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things, feel like we're doing 
all the right things. 

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And people aren't buying fast. 
We're not taking off to I am 

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just doing one thing. 
Yeah, and we are taking it's 

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like a, it's a. 
The goal is to create a. 

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So the goal is to describe 
reality. 

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And reality happens to have 
seems to have this this this 

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magical thing to it where where 
it works this way and it happens

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to be simple. 
Yeah, well, we will in the 

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coming weeks dive into some of 
those elements and I'm sure go 

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like way deeper. 
You've got some more stuff 

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planned on this that the way to 
access it. 

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We'll we'll drop the link in the
description of this. 

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It's going to be through Rob's 
sub sack is where you can just 

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visit there and download the 
whole presentation. 

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It's free. 
Rob, anything to add on access 

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or feedback that you want to get
from folks on this? 

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Yeah, it's so this is it's 
currently 150 slides. 

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It is an overview or like a 
taste of the book which you 

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should pre-order. 
It's coming out in July. 

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It is also very much not 
complete. 

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I've realized that I am going to
at some point write a textbook 

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and, and I don't want to, but 
it, one must be written on this.

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And so I, I think I have to. 
And so as you go through this, 

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if there are things that aren't 
clear or things that are missing

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or whatever, just reach out, 
e-mail me, reach out on 

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LinkedIn, whatever to. 
And you know, I may or may not 

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add slides or I'll just keep 
these concepts in the back of my

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mind to work for the next 
evolution or for the textbook. 

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Yeah. 
Love it. 

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Perfect. 
Well, we'll have all that info. 

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I'd say, like for me, when I 
went through it, it's it's long.

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You go through the concepts 
quickly, like I would say like 

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40 minutes to skim it. 
You'll want to revisit some of 

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them. 
You might, you know, save some 

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more time in case one of them 
you just like want to sit with 

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that idea. 
But just in case folks want to, 

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you know, think through like, 
oh, I don't have time to read 

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it. 
You do. 

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I promise. 
And yeah, with that, Rob, 

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anything else we we want to hit 
before we go? 

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I don't think you have time not 
to read through this. 

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Honestly, like actually that's a
better way because you're gonna 

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spend, it'll change the way that
you spend the rest of your day, 

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the rest of your week, maybe the
way you approach your business. 

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Awesome. 
Well, we will see everybody in 

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Rob's sub stack and next week 
resume kind of like more normal 

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programming. 
See you later. 

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Yeah, later.