RT Alex Scott (@afscott)at @superteamAE, we've spent the last 2 years building deep relationships in the UAE. here's a recent example of how that network helps solana founders:> founder trying to setup business in UAE> blocked during background check due to nationality> intro to solana-aligned ex-diplomat> founder unblocked within a dayour founders have a competitive advantage in this region. just one of many reasons to choose to build on the world's most performant blockchain ...

Industry Landscape & Challenges - The tech industry is experiencing intense competition with rapid product launches and well-funded startups across various software categories [1] - Companies are collapsing in months rather than years due to the competitive pressure [1] - Foundational shifts in technology are happening on a monthly basis [4] - The key question for companies is "What do I build and why will it win?" [1] AI Product Strategy - Companies should treat AI like a series of Lego blocks, assembling differentiated AI features and products by integrating available AI capabilities with their data and functionality [12] - Competitive advantage comes from unique data, functionality, and understanding of unmet customer needs, not the AI itself [13] - Data provides context to the AI model to generate a unique output, with uniqueness stemming from real-time, user-specific, domain-specific, and human judgment data [16][17] - Functionality determines how the AI behaves and gives the AI product superpowers through specialized workflows, unique algorithms, business rules, and integrations [18] Granola Case Study - Granola, an AI notetaker, gained 40% market attention and $50 million in funding by focusing on helping users take better notes rather than replacing the entire note-taking process [21][22][24] - Granola assembled Lego blocks by using off-the-shelf AI capabilities (Deepgram for transcription, Anthropic and OpenAI for other functionalities) and combining user notes with transcriptions to enhance notes [25][26]

Core Insights - ConocoPhillips (COP) possesses extensive oil and natural gas resources that can be developed profitably even with declining oil prices [1][2] - The company is confident in its ability to extract and deliver oil profitably, even if West Texas Intermediate (WTI) prices drop to $40 per barrel [2][8] - COP's low-cost resources are primarily located in the U.S. shale regions, particularly the Lower 48, which enhances its resilience in a volatile market [3][8] Group 1: Company Performance - COP's shares have decreased by 13.4% over the past year, compared to a 9.6% decline in the broader industry [7][8] - The company's enterprise value to EBITDA (EV/EBITDA) ratio stands at 5.26X, which is above the industry average of 4.93X [9] Group 2: Earnings Estimates - The Zacks Consensus Estimate for COP's 2025 earnings has remained unchanged over the past week, with projections of $1.38 for the current quarter, $1.33 for the next quarter, and $6.22 for the current year [11][12]

Competitive Advantage - Data is the primary pillar for a durable competitive advantage among model providers [1] - Algorithms are IP that the industry will eventually learn [2] - Compute can be acquired by spending more money [2] - Data is an area where a long-term sustainable competitive advantage can be produced [2]

Challenges & Initial State - ST Blitz faced near failure due to practically zero revenue and flat growth after 7 years of development and millions in investment [1] - Investors initially doubted browser-based technology and web containers, viewing them as a dead end [3] Turnaround & Growth - ST Blitz experienced explosive growth, evidenced by 20 million errors in just two months [1] - 18 months later, the company anticipates surpassing 100 million AR (likely Annual Recurring Revenue) for product B [2] - The success was not overnight, but the result of 7 years of development [2] AI Integration Strategy - Simply adding a chatbot interface is often ineffective due to user fatigue and underwhelming results [4] - Attempting to AI-power everything leads to direct competition with industry giants like OpenAI and Anthropic, which is difficult for smaller teams with limited resources [5] - Waiting for perfect AI is not practical; companies must build tooling iteratively [6] - The biggest mistake is neglecting user feedback; companies should prioritize user interaction to avoid developing unnecessary features [6][7] Keys to Success - Identify the company's unique competitive advantage, not just product features, such as domain expertise, data distribution, or infrastructure [7][8] - Determine how AI can amplify this competitive advantage, focusing on what becomes possible when AI meets the company's unique capabilities [8][9] - Create a new category by reinventing the user flow, rather than fitting into existing workflows [10] - ST Blitz's secret was not unique AI (as everyone has access), but their unique competitive advantage [10] - Reinventing the user flow and betting everything on it was crucial for ST Blitz [11]