Sourcery

“Yeah, so we're very excited to be announcing our Series F. This was $110 million fundraise, $4.4 billion post-money valuation led by insider investors. And I really think the most significant fact in this whole thing is how small it is. We're in the very rare and harder position amongst robotics and AI companies of actually having rapidly declining capital needs. It's a testament to the strength of the core business, the demand for these products, having a really elite team that's capable of operating extremely efficiently, that we actually don't need that money to keep scaling.”

“I really think the most significant fact in this whole thing is how small it is. We're in the very rare and harder position amongst robotics and AI companies of actually having rapidly declining capital needs. And it's a testament, I think, to the strength of the core business, the demand for these products, having a really elite team that's capable of operating extremely efficiently, that we actually don't need that money to keep scaling and even make more and more aggressive bets in building new products.”

“The number one constraint we're facing right now is building more drones faster. The demand for these products has really just exploded over the last couple of years. We a couple of weeks ago announced a $50 million, 3,000 drone order from the US Army. That size of contract is actually not that much of an outlier for us these days. So it's a good problem to have, but we will be tripling production over the course of this year.”

“I think a default expectation in five years is if there's an emergency, you call 911, a drone shows up in a few seconds, and that's going to be everywhere in the US, hopefully everywhere in the world. And that's going to change the way policing works. It's going to get better outcomes, you're going to have fewer officer involved shootings, faster response times. And I think you can also do that while protecting privacy and transparency. Like these things are essentially flying body cameras.”

“A year and a half ago, we had the great honor of being sanctioned by the Chinese government. And it was a pretty aggressive action. They announced the sanctions, and then they showed up at the suppliers that we still had in China, shut them down, stop them from doing business with us, really tried to kill us. So that was a fun adventure for our supply chain team. They've done incredible work, and we've been able to maintain supply. And I think the good news piece of this is that we now have by far the most secure drone supply chain in the world, independent from China.”

“Now we're in a position to use that core technology to apply it to different form factors and use cases. And that's where the indoor drone comes into place, because a lot of dangerous work happens indoors. It's where the fixed wing drone that can cover much longer ranges comes into play. And it's a very exciting, fun time to basically take these mature technology building blocks to be able to pretty quickly assemble them into a fundamentally new capability.”

“From a product perspective, I think the course that we're charting is towards our drones being like flying agentic AI, just like you have an agent that you interact with on your computer or in the cloud, this thing is an agent that can move and do more for you in the physical world and you should interact with it in similar ways. Like it should have the intelligence and domain expertise to be useful to you in that way.”

“I think one of the things that was certainly true at Apple then is just this insistence on their leaders being exceptional engineers themselves. I remember a conversation that made a big impression on me. I was talking to one of our advisors who was a key senior executive at Apple at the time of like, how do you think about prioritizing sort of like management and leadership skills versus technical ability? And he just said, you need both. Like, you can't compromise. The best people are able to do both.”

“Yeah, so we're very excited to be announcing our Series F. This was $110 million fundraise, $4.4 billion post-money valuation led by insider investors. And I really think the most significant fact in this whole thing is how small it is. We're in the very rare and harder position amongst robotics and AI companies of actually having rapidly declining capital needs. It's a testament to the strength of the core business, the demand for these products, having a really elite team that's capable of operating extremely efficiently, that we actually don't need that money to keep scaling.”

“I really think the most significant fact in this whole thing is how small it is. We're in the very rare and harder position amongst robotics and AI companies of actually having rapidly declining capital needs. And it's a testament, I think, to the strength of the core business, the demand for these products, having a really elite team that's capable of operating extremely efficiently, that we actually don't need that money to keep scaling and even make more and more aggressive bets in building new products.”

“The number one constraint we're facing right now is building more drones faster. The demand for these products has really just exploded over the last couple of years. We a couple of weeks ago announced a $50 million, 3,000 drone order from the US Army. That size of contract is actually not that much of an outlier for us these days. So it's a good problem to have, but we will be tripling production over the course of this year.”

“I think a default expectation in five years is if there's an emergency, you call 911, a drone shows up in a few seconds, and that's going to be everywhere in the US, hopefully everywhere in the world. And that's going to change the way policing works. It's going to get better outcomes, you're going to have fewer officer involved shootings, faster response times. And I think you can also do that while protecting privacy and transparency. Like these things are essentially flying body cameras.”

“A year and a half ago, we had the great honor of being sanctioned by the Chinese government. And it was a pretty aggressive action. They announced the sanctions, and then they showed up at the suppliers that we still had in China, shut them down, stop them from doing business with us, really tried to kill us. So that was a fun adventure for our supply chain team. They've done incredible work, and we've been able to maintain supply. And I think the good news piece of this is that we now have by far the most secure drone supply chain in the world, independent from China.”

“Now we're in a position to use that core technology to apply it to different form factors and use cases. And that's where the indoor drone comes into place, because a lot of dangerous work happens indoors. It's where the fixed wing drone that can cover much longer ranges comes into play. And it's a very exciting, fun time to basically take these mature technology building blocks to be able to pretty quickly assemble them into a fundamentally new capability.”

“From a product perspective, I think the course that we're charting is towards our drones being like flying agentic AI, just like you have an agent that you interact with on your computer or in the cloud, this thing is an agent that can move and do more for you in the physical world and you should interact with it in similar ways. Like it should have the intelligence and domain expertise to be useful to you in that way.”

“I think one of the things that was certainly true at Apple then is just this insistence on their leaders being exceptional engineers themselves. I remember a conversation that made a big impression on me. I was talking to one of our advisors who was a key senior executive at Apple at the time of like, how do you think about prioritizing sort of like management and leadership skills versus technical ability? And he just said, you need both. Like, you can't compromise. The best people are able to do both.”

“In the world of AI today, where code is self-writing, to say that a piece of software in a company that has been existing, let's say five years, the free cash flow on that is worth 30 times, means you're going to have 30 years of generating that free cash flow. How can you ever make that assumption when technology is changing so fast? When you start saying these existing pieces of software are not going to be worth that much, then that exit math of terminal value as the way to make an investment and make money completely goes away.”

“If you look at Anthropic, adding $10 billion of revenue a month, when was the last time our industry was dealing with that? Or if you look at NVIDIA adding $1 trillion of market cap in 100 days... We're going to have companies that are routinely $1 trillion companies. The natural gravitational pull is that a lot of that scale is going to get concentrated in a handful of companies. At General Catalyst, we don't believe that's ultimately what's going to create the most inclusive world.”

“One of the hot topics around Silicon Valley is General Catalyst's potentially rumored IPO. Do you have any comment on this? HT: We're not going public. Molly: You're not going public? HT: No, I've said it many times. Molly: Why do people think that? HT: I don't know.”

“The commitment that Nersh and I made was to invest $5 billion over the next five years in India's resilience opportunity. And that's where we're working on building a hospital chain in India. We've got defense. We're working on manufacturing. We're in companies, great companies like Zepto, which is sort of the e-commerce infrastructure. Look, India's got a tremendous opportunity out of it, and it is a very entrepreneurial country.”

“I deeply care about making sure we're kind. One of the things I write about in this review is that kindness and ambition are not at odds with each other. I think in Silicon Valley, we try to glorify the asshole symptom of founders, thinking that's almost a necessary ingredient to succeed, and I don't think it has to be that way. And so we're creating a culture where we can have a team where everybody feels like they're doing their life's work.”

“When we buy a hospital, if you go to Summa today in Akron, Ohio, we have seven of our companies and the Percepta team and our own investment team that's literally there all the time trying to figure out how to take this community hospital... to become an AI-native hospital, to drive abundance, to actually be economically viable so that we can take care of that community where it's been for over 100 years. If that's not the way to create the best enterprise value in our companies, I don't know what is.”

“How much are the models going to do versus what a big part of the Valley startups have been traditionally, which is enterprise infrastructure? The model is going to gobble up a lot of those capabilities. And so I think when you fast forward, it's a lot clearer. Way in the end, the founders have led us is a pretty interesting stack that becomes the next generation AI native stack for how we're going to diffuse intelligence.”

“When we talk about the different pieces that we have in our business, they all come together towards that true north of meeting founders where they are, helping them build power law companies, and then do it in a way that creates an inclusive world. We have our creation strategy... all the AI roll-ups you've heard of, a lot of the hands-on building work gets done in the creation strategy. I view us as just another startup that's trying to be an important institution in this next phase.”

“In the world of AI today, where code is self-writing, to say that a piece of software in a company that has been existing, let's say five years, the free cash flow on that is worth 30 times, means you're going to have 30 years of generating that free cash flow. How can you ever make that assumption when technology is changing so fast? When you start saying these existing pieces of software are not going to be worth that much, then that exit math of terminal value as the way to make an investment and make money completely goes away.”

“If you look at Anthropic, adding $10 billion of revenue a month, when was the last time our industry was dealing with that? Or if you look at NVIDIA adding $1 trillion of market cap in 100 days... We're going to have companies that are routinely $1 trillion companies. The natural gravitational pull is that a lot of that scale is going to get concentrated in a handful of companies. At General Catalyst, we don't believe that's ultimately what's going to create the most inclusive world.”

“One of the hot topics around Silicon Valley is General Catalyst's potentially rumored IPO. Do you have any comment on this? HT: We're not going public. Molly: You're not going public? HT: No, I've said it many times. Molly: Why do people think that? HT: I don't know.”

“The commitment that Nersh and I made was to invest $5 billion over the next five years in India's resilience opportunity. And that's where we're working on building a hospital chain in India. We've got defense. We're working on manufacturing. We're in companies, great companies like Zepto, which is sort of the e-commerce infrastructure. Look, India's got a tremendous opportunity out of it, and it is a very entrepreneurial country.”

“I deeply care about making sure we're kind. One of the things I write about in this review is that kindness and ambition are not at odds with each other. I think in Silicon Valley, we try to glorify the asshole symptom of founders, thinking that's almost a necessary ingredient to succeed, and I don't think it has to be that way. And so we're creating a culture where we can have a team where everybody feels like they're doing their life's work.”

“When we buy a hospital, if you go to Summa today in Akron, Ohio, we have seven of our companies and the Percepta team and our own investment team that's literally there all the time trying to figure out how to take this community hospital... to become an AI-native hospital, to drive abundance, to actually be economically viable so that we can take care of that community where it's been for over 100 years. If that's not the way to create the best enterprise value in our companies, I don't know what is.”

“How much are the models going to do versus what a big part of the Valley startups have been traditionally, which is enterprise infrastructure? The model is going to gobble up a lot of those capabilities. And so I think when you fast forward, it's a lot clearer. Way in the end, the founders have led us is a pretty interesting stack that becomes the next generation AI native stack for how we're going to diffuse intelligence.”

“When we talk about the different pieces that we have in our business, they all come together towards that true north of meeting founders where they are, helping them build power law companies, and then do it in a way that creates an inclusive world. We have our creation strategy... all the AI roll-ups you've heard of, a lot of the hands-on building work gets done in the creation strategy. I view us as just another startup that's trying to be an important institution in this next phase.”

“If we look at what a financial advisor does for you, one is grunt work, second is advice, the third is emotional support. So we've launched agents for investing that do number one now. I think it's ridiculous how quickly this is moving. Financial advisors will have a really, really, really hard time going forward.”

“If you look at the Great Wealth Transfer, it's like 85% of that money will be inherited by the top quarter, the top 25%. And so that's literally where the money is at in our space. And so I think also to be successful here, you have to build something that people can look at and think of it as like this is a serious financial service that I can trust with my life savings.”

“And so when those assets are being transferred, it's not just a transfer of wealth, it's also a potential transfer of relationships in that moment. And then at that point, you have a person who is now inheriting all this money, and they sit there with a stereotypical advisor named Charles. They will sit there at the dinner table and say, 'thank you very much for everything you've done for my parents, but what is your thinking about a GLP-1 strategy?'”

“Generated Assets is an asset class that we've essentially invented where it's an AI product where you can just prompt, be like, 'give me companies that are founder led, or grow more than 30%, have no debt and are US based.' And then the AI goes out, finds you those asset classes, finds you those companies that fit the criteria, gives you a back test against S&P 500s, returns, and drawdowns.”

“It helps to have someone else who experiences everything the same way you do. Same incentive structure, same goals, same experience of how they experience things in the company and around the business and so on. And so I feel like that is actually a very valuable thing for balanced decision-making.”

“I personally think it's a little bit short-sighted for the industry because I think it's a very powerful tool. And personally, I'm a big believer, for example, in security space prediction markets. So think of like, you are an investor in Tesla. You have an incredible hand on their energy business. You want to place a trade on that. You can use an events contract to do that.”

“I can sadly see a near term future that before we live in this oasis where no one has to work anymore, I think it's going to get really dark. And it's going to get really dark because you're going to have the people that have access to the tools that can use them and own the tools. Elon is going to own all the robots, and the power disparity that's going to happen there is going to be so massive.”

“It's not just about creating UBI, it's also about what can we create that continuously gives people purpose. Like at the end of the day, you will not just join the gang because you need money, you will also join the gang because it gives you purpose. So if you don't want everyone to join the gang, you will also have to, as a government and a society, have to think about how to create purpose.”

“The AI race is so intense. It's now time to power, right? I need power, I don't care how you make it. If you talk about a gigawatt data center, that's almost a million US households of energy. The grid is just really not built for that. What that means is the data centers now have to bring their own power online because it's also important that when you plug in a data center, it consumes a lot of power from the grid.”

“This essentially focuses the light coming in from the sun onto the battery material. It gets very hot and then stores that energy. So, essentially, our battery is a heat battery, so what that means is we're heating up rocks, right? And then storing that energy in formal heat, which is very cheap as compared to doing lithium ion or any other type of electrochemical battery, and you don't have to get lithium or magnesium or cobalt or any of these other fancy chemicals.”

“What's new about our approach and our hypothesis is making this in a modular fashion, making this in a factory, and then scaling the production to millions and ultimately billions of these, which ultimately allows us to go down the cost curve and generate electricity at our ultimate goal of one cent per kilowatt hour. And so that's why we started the company. That's kind of been the goal North Star from the beginning.”

“The three elements are the optical table, so these lenses, and then you have the heat battery and the PC, or the power conversion unit, all in this kind of container. And the idea is that we capture energy from the sun throughout the day. So think of this as like a solar panel, but that has a built-in battery, and that essentially you can scale linearly to any project size. If a datacenter customer needs 100 megawatts or a gigawatt, you just stack these next to each other.”

“We need to manufacture domestically. We need to source domestically. We need to make this using raw materials that don't come from China, that are not rare of minerals. And all of that is what we continue to iterate on. So every configuration that we design, we looked at the bill of materials or the BOM. And we asked ourselves, what can we eliminate from this? How can we make this simpler? And the same approach you see at SpaceX, right? Or at Tesla.”

“I think there's a lot of headlines about data center projects being planned or initiated. I don't think all of them are actually happening. So there's a lot of like phantom data centers that are being announced. Let's call it that way. I think data centers are definitely in a rush to get online fast. They do have massive supply chain constraints. Two years ago, it was maybe NVIDIA GPUs. Now, it's power. Now, it's actually not even hardware. It's actually labor.”

“The last thing about everyone coming out of Tesla, you're obsessed with vertical integration, you want to build everything in-house. We haven't done that at Exowatt to that extent yet. We've started working with contract manufacturers because we know we need to scale fast quickly, so they have that infrastructure. But Elon really taught us how to vertically integrate everything and build it yourself and build it better, faster, cheaper, and don't take no for an answer.”

“I don't think people contextualize how much energy that is. So if you talk about a gigawatt data center, that's almost a million US households of energy. So if a data center says, I'm building a five gigawatt data center, I'm basically building a city that's five million households. And they're building in a very tiny footprint, although not so tiny. The funny thing about data centers is, when they start talking about buildings in acres, you can start realizing how big these buildings are.”

“The thing that's happened with the LLM powered models is you can now go from, I have an inkling in my head to, I'm going to build a prototype to, I'm going to, not necessarily always on your own, but with a bunch of co-conspirators to build something that's production ready in record short time. And if you do know what you're doing as somebody with a sense for how to build software well, you don't need to vibe code yourself to a prototype and then hand it off to somebody who knows what they're doing. You can actually build something amazing and just ship it.”

“Computer science is a science... It's also an art form. Like if you read code, or maybe we used to read code for fun, some code is more elegant than other, and you would readily see it. That's a beautifully written piece of software. I'm like, that's kind of garbage, but it does the job. So there's a matter of taste and elegance in programming, and it's also a craft. When you actually look at well-made production-grade code, you can identify if you know what you're doing, like that's a well-crafted piece of software.”

“With LLMs, the barrier to entry into an area of programming that you've never done before is nil. I was annoyed at some remote control functionality that I have in my home AV system. So I decided I'm just going to build an iOS app to completely get rid of my stupid remote and have a remote on my phone. Normally, a year ago, I have to learn how to build iOS apps, I have to learn how to interface with this audio video system that I have. This time around, I was like, well, I can just ask my favorite agents to go research stuff and set it up for me.”

“Affirm was founded in many ways to fight all of that and destroy the ridiculous and the exploitive... We don't compound interest specifically to make sure that we can pre-price every loan and say you're borrowing $500 and your total interest chargers will be $25 or $0 if somebody else or merchant is paying your interest for you. And for a long time, consumers were sort of like, yeah, you say that, but there's got to be something in a fine print. One of our core values is no fine print to remind ourselves and the rest of the world that we're not hiding our business model in there.”

“I think companies that have built software orally and just sell that software are very vulnerable. The bar for quality of software is going up rapidly. The, yeah, it kind of sucks and has bad interface, but it really serves an important function and I can't be bothered to hire engineers or build the same thing myself. That excuse is gone. If you really hate some piece of software that you're using and it's just software, it doesn't have some deep proprietary data, proprietary source of value, it will get replaced.”

“I think the net IQ of the world is about to go up, like, 50 points... The average IQ with AI in your ear at all times is about to go up to 150, which is, like, north of the genius definition. So very, very soon, the willingness to put up with random obnoxious things, like low quality or crappy terms or products that pretend to be something they're not, like, all of that is just getting flushed out very quickly. And companies that have business models that are buried in a fine print of some kind are all in for a very rude awakening.”

“In the short term, the market is a voting machine, in the long term, it's a weighing machine. And I'm a big fan of reminding myself, if the price is going up a lot, you can overlook that if price is going down a lot. It's important to remember, but either way, you're working for the long term. If you're willing to drop everything and look at the short term, you're joining the group of investors that I said I don't care about. I certainly don't want to do that.”

“Socialism sucks. It is terrible. The only people who do well in redistribution of wealth are the ones doing redistribution. It's fundamentally corrupt, and there's not enough bad things I can say about socialism. So I think capitalism works exceedingly well, especially when the competition is encouraged and allowed to flourish... We've had thousands of years to evolve a fairly good economic model, and US is most certainly 1A in the right way to do it.”

“I think the net IQ of the world is about to go up like 50 points. Like we're surrounded by people—not in Silicon Valley, of course—where the average IQ is still 100. I think the average IQ with AI in your ear at all times is about to go up to 150, which is like north of the genius definition. Very, very soon, the willingness to put up with random, obnoxious things like low quality or crappy terms or products that pretend to be something they're not is just going to get flushed out very quickly.”

“The most important lesson is always the team. It is sort of the Alpha and Omega success or failure of a company is the team. And there's an art form to building a company with it. The corollary to the team is the fact that just having a bunch of brilliant people is not actually enough. You need to organize them, you need to give them a mission, you need to give them a way to pursue that mission that feels true to them, but also aligns them all together, which is kind of what leadership is all about.”

“I think companies that have built software poorly and just sell that software are very vulnerable. The bar for quality of software is going up rapidly. If you really hate some piece of software that you're using and it's just software, it doesn't have some deep sort of proprietary data, proprietary source of value, it will get replaced. Like, there's no reason why not. It's long overdue to get rid of bad software.”

“Socialism sucks. It is terrible. The only people who do well in redistribution of wealth are the ones doing redistribution. It's fundamentally corrupt and there's not enough bad things I can say about socialism. So I think capitalism works exceedingly well, especially when the competition is encouraged and allowed to flourish. We've had thousands of years to evolve a fairly good economic model, and the US is most certainly 1A in the right way to do it.”

“Majority of American banks derive a disproportionate percentage of their income from late fees. A late fee was obviously conceived as a means of slapping your wrist and saying, like, if you're going to be late, I'm going to remind you. At some point, someone said, wait a second, that's 100% gross margin product. It's better if you're late a lot, because then I'll make more money, and it cost me nothing to create that revenue line. Affirm was founded in many ways to fight all of that and destroy the ridiculous and the exploitive.”

“With LLMs, the barrier to entry into an area of programming that you've never done before is nil. This time around, I'm like, well, I can just ask my favorite agent to go research this stuff and set it up for me, and then I can just focus on exactly the functionality that I want and the implementation quirks that I'm interested in. Reconciling this opportunity where coding is fun again and easy again with the need to run a big company is a lot of fun.”

“Without a doubt, our customers look at the fact that we've been around for nearly 10 years, our crazy claim to fame that we've never spent the money we've ever raised. We're not using our capital to pay payroll and things like that. For a customer who wants to have this long-term relationship, that's really confidence-inspiring.”

“Most companies in the Bay Area are more hobby projects than they are earnest, serious businesses. We wouldn't build a company this way if just making money was the only outcome we wanted. Our relationship to the ecosystem has always been different; we have actively sought that limelight only recently to help with recruiting numbers.”

“Physical AI is very different. The companies are different. The geographies and regulatory environments are different. The machines are different. The cultures are different. And so the diffusion is actually way, way slower. So, time becomes a much more important thing. Staying power becomes important.”

“Transformers that were originally successful for large language models started to have an impact on self-driving technology and robotics. There were breakthroughs in end-to-end deep learning, where you can now take lots of data and you can train these models to actually control these systems in a way that wasn't possible before. That was the moment when we actually decided to really enter the self-driving space ourselves.”

“The Secretary of the Army visited our headquarters and asked if we could do something with an ISV and a Humvee. In 10 days, we had a very small team retrofit our vehicle operating system and our self-driving system onto the vehicles. We showed them a video of these infantry squad vehicles driving autonomously out in a test environment, and then they shipped it off to an army test facility.”

“It’s becoming a little bit less important now to be, let's say, a specialist software engineer in a given field because the AI tools, they can turn you into a specialist much more quickly. But you need to be an expert in the AI tool use itself. And that is a real skill. And so we test for this hard now. We're looking for people who are just really, really good at using the AI tools.”

“We are very well known in our industry. I think we're more well known in construction and mining in Asia than maybe some bar in the mission. But that directly correlates to where we're going to make money. We opened also in India and UK offices last year. Australia could be one of those countries where we're doing driverless trucks and we're doing a bunch of different ports.”

“The best books to read are the old books. So over 25 years, over 50 years because time has filtered all the kind of noise and you really get a lot of signal in you. Just pick the really good ones because what you read does impact your view of the world. And you want to read diverse books that are not just kind of what your friends are telling you to read.”

“The most underrated aspect of Roblox is how much deep tech and theories around economics and theories around systems sit underneath it. Behind that very spontaneous 'let's just go play something together' there's a lot of deep tech. There's a lot of also systems theory, like we've had to design an economy. We've had to design thoughtful search and discovery. We've had to design thoughtful systems.”

“Our developer creator earned about a billion and a half on the platform, and it goes pretty deep. Like top thousand devs are averaging 1.3 million, like real people making a living. So it goes way beyond the walls of this building. When we launched Robux and the ability for creators to make a living, we knew within six or eight hours that this was going to take off.”

“Agentic loops running overnight, iteration and all the stories we hear about... we see that same thing is going to happen to the much more complex thing of building a video game. Building a game is super complicated because it's got art, it's got what is interesting for people, what is fun, and it’s hard to define. It’s a big mix of 3D assets and code and 3D experiences.”

“The external goal is 10 percent of global gaming. Global gaming is about 200 billion dollar market. We did 6.8 billion in bookings last year, 10 percent would be like 20 billion. That'd be a reasonable first step at where we would like to go. But really, I would say the global gaming market is emblematic of really a new way of people to communicate.”

“There's a cloud aspect to it. We run on our own cloud. It's super efficient, super cost effective. We have 40 plus data centers all around the world. We have hundreds of thousands of servers, you know, at peak times when Roblox is hitting 20 or 30 or even more million people. That's a lot of compute complexity.”

“I literally try more and more to treat being CEO as a craft. It’s a craft that requires fitness and mental health and a whole structure around it. We work on metabolic health and research around how diet affects all kinds of things like bipolar, schizophrenia, and how clearly we think. I have a phlebotomist come to my house once a month to watch metabolic markers.”

“We think of that as a functional thing, or like in the real world, we're used to things that we can interact with. From the very first day we started building Roblox, for some reason we were really into having all of the objects in the world be functional. When the car would fall, like a wheel would fall off the car, it would do what you would expect it to do.”

“Roblox has primarily grown virally. Viral means word of mouth, sharing links. I was just at GDC last night and I was talking to some representatives from one of the big four short form video platforms. They said a third of the gaming content on their platform is Roblox content. By having users and influencers share interesting things, that does create a lot of viral pull on the platform.”