Anti-Fragile Business With Tiny Units

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where conventional thinking often fails." What Brad noticed is that great business leaders are pattern spotters, but you can't spot patterns if you can't see all of your data. Most businesses only use 20% of their data. Why? Because 80% of customer intelligence is invisible. It's hidden in emails, transcripts, and conversations. That's where HubSpot comes in. With HubSpot, all of your data comes together so you can see the patterns that matter. This is important because when you know more, you grow more, and that is a pattern that never fails. Visit hubspot.com today. That is hubspot.com. Do you feel you have a narrow aperture with the world? I feel like you're like... — No. I don't. — Okay. Because I feel like... — Well, actually, what do you mean by that

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first of all? Because I'm guessing. — Like what you just said. Why are you worried about all these other opportunities out there in the world? You just seem to be focused on, like, "I'm building the business the way I want. It's a perfect business for myself." You're kind of not oblivious, I don't mean this, obviously, in a disrespectful way by any means. You don't really care what other people in your industry are doing. You have a narrow focus on... — Yeah, I don't know if it's narrow or wide, it just is. I'm doing what I'm doing. And it doesn't matter what they're doing. — How often are you paying attention to how other people are making their products? — Very rarely. I don't actually want to pay attention to it. — Why? — I think what ends up happening is, and in my world, you see it everywhere: everyone follows everybody else. Because when you're paying so much attention to what everyone else is doing,

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that's the way you think it has to be done or can be done. You're not open to alternatives because you don't see them anywhere. And people then build out of fear. Like, "Gosh, they're doing this, they're launching this. I have to meet them. There has to be parity between my product and theirs." Then you end up following everybody. I don't like that. I'd like to take inspiration, if I'm going to take inspiration from anything, product-wise, it's the Concept2 Rower. It's not another piece of software. I'm not inspired by other software. I like buildings, I like furniture, I like Concept2, I like watches. I like other things outside of my world that I can sort of admire and understand, and sort of get fired up about. And I don't know if those things come back.

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I don't think they need to come back. Everyone's always like, "How does that come back and help you build your business?" I don't know. I don't care. Why does it have to? Why does everything have to come back to business? Why does everything have to influence your decisions? These are all things that just happen, they exist in your world, they happen to you and they form you, and you're not even aware of most of it. And I think if you admire a variety of different things and pay attention to different things, and enjoy a walk in the woods... A few days ago, it was like 4:45, you know, California, here, the light is just beautiful at the end of the day. I'm just sitting outside, looking at the way the sun is raking over the hills. I'd rather look at that than this piece of software. I'm learning more from that. I'm getting more from that than I am a competitor's product.

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I don't want to look at that. I want to look at the sun, I want to look at the ocean, I want to go for a walk, I want to look at nature, I want to look at great furniture, I want to be in great architecture. That fills me up in a way. I'm getting enough of the software world by being in it. I don't want to soak in it. I want to soak outside of it, and then my only soaking in the software world is my own stuff. That's enough. It's enough for me to focus on. — Tell me about your idea of Galapagos Island product design. — There's something really cool about islands that have evolved on their own. I don't know, I've never been to the Galapagos. My wife's been. She asked me if I wanted to go. I didn't want to go, because it's too far. But I should have gone, probably. Actually, I didn't want to go, frankly because part of that was too far. I also felt like, "Can we let it be?"