· Cameron Adams

Cameron Adams: The Quiet Reinvention of a $42B Business — Canva

A $42B design company reinvents itself as "an AI company that does design," shipping like startup speedboats while keeping humans in the driver's seat.

aiproductcanvareinventionai-nativedesignoperating-model0% confidence

Why this is in the corpus

Rare operator account of an at-scale (250M MAU, 6000-person) incumbent re-architecting itself around AI without automating away its core value — proprietary foundational model, weekly cadence, amplify-not-automate doctrine, and a SaaS-apocalypse rebuttal.

Summary for skimmers

Cameron Adams (co-founder/CPO, Canva) on refocusing a $42B company as AI-first: own foundational design model (not a repackaged LLM), marathon-to-sprint cadence with a 6000-person Titanic broken into speedboats, ship-to-yourself-first, AI Discovery Week (500 projects, ~half in production, legal saved 1500 hrs), keep humans in the driver's seat, use-whatever-tool + time-to-explore, the SaaS-apocalypse rebuttal (no single front door; deep vertical depth wins), each org's unique unfair advantage, and moving from the design-end to the goals-end. Only 1% of the way there.

Briefing

What survives the editorial filter

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Principles

Durable claims that survive beyond the speaker's biography — each with explicit limits, transferability judgment, and evidence.

Principle

There is no single front door — depth in a vertical beats one universal surface

The future is many deep vertical AI tools, not one universal work surface, because depth in a domain beats breadth.

Adams rejects the premise that one place will absorb all work; Canva''s bet is that focused, richer domain experiences win because people ultimately want better results for the specific thing they are doing.

Bet on depth in your vertical; the "one app for everything" future is unlikely to arrive.

“this notion that there''s gonna be one place that the entire world goes to, to do all of their work, I don''t think is gonna be, be a reality. And tools like Canva, the focus on particular areas like visual communication and visual content creation will be able to create an experience that is far deeper, far richer”Cameron Adams

Principle

Roll out small changes fast, gate big architectural changes carefully

Ship additive AI improvements continuously but gate structural changes, so speed never costs user trust.

Adams distinguishes moving pieces around (major architecture, risky) from adding pieces (new models, filters, workflows) which can ship scalably — the discipline that lets Canva accelerate without frustrating users.

Separate additive from structural change; ship the first freely, gate the second.

“you have to be careful with when you do roll out a very major change to like app architecture or anything like that. But you can roll out smaller stuff quite easily.”Cameron Adams

“try not to like move all the pieces around too much, but adding in new pieces, you can do fairly scalably.”Cameron Adams

Principle

Protect explicit time to explore or people default to trusted tools

Carve out protected non-BAU time for exploration, because default pressure sends people back to familiar tools.

Adams observes the busy-week trap: without deliberate slack, staff never leave familiar tools and forgo compounding improvements — so Canva explicitly gives time to put tools down and explore.

Schedule protected explore time; without it, busy people never leave their trusted tools.

“you naturally fall into the patterns that you would normally do things in. You''ve got your tried and trusted tools, you know how they work, you''ll always reach for them.”Cameron Adams

“we give our staff plenty of time to just sit back, put down their tools, get out of the business as usual, and get stuff done.”Cameron Adams

Principle

Every AI output must be editable and re-composable, never a dead end

AI output should re-enter the normal editable workflow as a first-class object, not exit as a flat take-it-or-leave-it artifact.

Adams contrasts "dead end" AI products — a flat image or a slab of text you must copy elsewhere — with Canva''s rule that anything AI produces is editable and collaborable inside a normal design.

Kill dead-end outputs: whatever the AI generates must be editable inside your product.

“We''ve seen many dead ends in other products where you ask it for something, it gives you something back and you can''t do anything with that. You either take it or you leave it”Cameron Adams

“every part of AI in Canva is editable. Anything that you produce, you need to be able to take into a normal Canva design”Cameron Adams

Principle

Find and exploit your organization''s unique unfair advantage

In a platform shift, identify the structural asset only you have and aim the new capability through it.

Prompted on unfair advantage, Adams names Canva''s: creativity at scale — the ability to ship a feature at the switch of a button to a huge audience who immediately deploy it on real projects (500 designs created every second).

Name your unfair advantage, then point every AI bet through it.

“every company needs to understand its own unfair advantage in this platform shift”Bob Safian

“I think our unfair advantage is being able to tap into people''s creativity at scale. We can ship incredibly impactful features at the switch of a button that goes out to a huge audience”Cameron Adams

Principle

Move the product to the goals-end, not the design-end

AI lets a tool own the user''s actual goal, not just the artifact — move toward the goals-end.

Adams says Canva now sits closer to what people are trying to achieve: not "give me a picture" but "how do I get more customers given my product and yesterday''s photos" — a radical reframing of the product''s job.

Ask what goal the artifact serves, and move your product toward owning that goal.

“we''re now closer to the goals end of what people are trying to achieve rather than the design end. So a lot of people used to come to Canva just to get a a picture out of it”Cameron Adams

“The goal is finding more customers, increasing sales of product, having more impact through my nonprofit”Cameron Adams

Principle

Treat yourself as only 1% of the way there

Hold a permanent "only 1% there" posture so scale never becomes complacency.

Adams shares the internal mantra that Canva is only ever 1% of the way there because the remaining 99% keeps growing — a deliberate antidote to post-success complacency at $42B.

Frame even large success as 1% done to keep reinvention alive.

“it''s actually a phrase we have inside Canva that we''re, we''re only ever 1% of the way there because the other 99% just keeps growing and evolving and changing.”Cameron Adams

Principle

Reframe the company around the harder capability, not the legacy one

Define yourself by the capability that is hardest to build, so the whole org organizes around it rather than treating it as an add-on.

Adams frames the shift as inverting the noun and modifier: AI becomes the company Canva is, design the thing it does. The change was made at $42B scale with 250M monthly users, showing an incumbent can re-order its identity rather than defend the old one.

Which noun is your company and which is the adjective? Put the hard capability in the noun slot.

“you now consider Canva to be an AI company that does design rather than a design company that does ai. That seems like a big change to make in a company as as big as Canva is.”Bob Safian

“It has been a big change. Having a strong bench of AI researchers and ML engineers has enabled us to rapidly move on the product”Cameron Adams

Principle

Ship to yourself first — dogfood every day before customers see it

Route every new AI feature to your own team daily as a quality gate before it reaches customers.

Adams treats internal dogfooding as the defining behavior of great AI companies: ship daily internally to judge quality and learn how the experience must change, precisely because you cannot iterate that fast on live customers.

Make your own team the first user of every AI change; use their daily reaction as the quality gate.

“every great software company, every great AI company is shipping to themselves first. So we''re literally shipping every day new stuff to the Canva team to try out to see if it''s good quality enough”Cameron Adams

Principle

Build your own foundational model, do not repackage an LLM

Durable AI advantage comes from a domain model built on proprietary data and expertise, not from wrapping a general LLM.

Canva combined internal design experts'' knowledge with a large corpus of customer design interactions to build the "world''s first foundational design model," which "specifically knows what good design looks like" — going further than general-purpose models.

Ask what proprietary data + expertise only you have, and build the model that others can only wrap.

“It''s not just repackaging an LLM, it''s like deep technical research and unique IP that now exists within the Canva platform.”Cameron Adams

“we''ve baked all that into what we call the Canva design model, which is actually the world''s first foundational design model that we released last year. It goes far further than many of the general purpose models”Cameron Adams

Principle

Bring a real problem to the tool — aimless experimentation wastes the exploration

Anchor AI experimentation to a real problem you are feeling now, not to the tool itself.

Adams describes his own and staff''s pattern: highest value from AI comes when you bring a live problem to a tool, learning through solving it, rather than poking a tool with no use case.

Pair every new tool with a real problem you already have; skip the aimless demo.

“I don''t like just picking up a tool with no random use case and just experimenting with it. I really like to take something that I''m working on now or a problem that I''m feeling and then bring a tool to bear on that”Cameron Adams

“That''s how we''ve seen our staff also get the most value out of AI experimentation is when they''re dealing with the real problem.”Cameron Adams

Principle

Do not mandate a tool — freedom is the precondition for real experimentation

Let teams pick their own AI tools; mandating one produces begrudging compliance, not experimentation.

Canva gives staff spend and freedom to choose whatever AI tool fits their part of the company, treating tool freedom as the enabler of an experimental mindset rather than a governance risk.

Give teams budget and freedom to choose AI tools; a mandate kills the experimental mindset you need.

“it is use whatever tool you need. So we''re not mandating Claude or chat tip BT or Gemini or whatever tool you want to use in your part of the company.”Cameron Adams

“if you force a tool on them, they''re just gonna do that very begrudgingly and they''re not gonna enter into this very experimental mindset that we need them to.”Cameron Adams

Principle

Keep humans in the driver''s seat — amplify, do not automate

Design AI to amplify human ideas and keep the human in control, not to automate creativity, taste and judgment away.

Adams names this an explicit product principle: the power of AI is amplification — taking what AI gives you and building on it — not a hands-off machine that automates away the creative act.

Ask of every AI feature: does it amplify the human''s judgment, or replace it? Build the former.

“One of the principles that we adhere to as we''re developing an AI product is that we need to keep humans in the driver''s seat. We don''t want to create a product that automates everything away, that automates creativity and taste and judgment”Cameron Adams

“The real power that we''ve seen with AI is when you can amplify ideas and when you can take what AI gives you and build on top of it”Cameron Adams

Frameworks

Reusable systems and operating models — including when they help and when they break.

Framework

Speedboats operating model — break the Titanic into weekly-shipping teams

Convert a large org into many autonomous teams shipping customer value weekly, instead of one slow-turning monolith.

Adams describes the diagnostic and the move: recognize when the org moves "like the Titanic," then reorganize into speedboats shipping week-by-week — the marathon-to-sprint cadence shift that returned Canva to "startup roots."

If your org turns like a Titanic, split it into speedboats with a weekly cadence.

“It''s not thinking about 6,000 people and and moving them all like the Titanic. It is literally a bunch of speedboats that are now going around and shipping as much customer value as we possibly can on a week by week cadence.”Cameron Adams

“we''ve always been running a marathon at Canva... This year feels like we''re sprinting that marathon.”Cameron Adams

Framework

AI Discovery Week — a company-wide, problem-first exploration ritual

Run a bounded, company-wide week where everyone drops normal work to attack their own problems with AI, ending in a show-and-tell.

Canva''s AI Discovery Week: pause normal work, bring your own problems and tools you''ve heard about, explore for a week across every function (legal, finance, product, engineering), then present. It produced ~400-500 projects and was "super energizing."

Run a bounded exploration week: drop BAU, attack real problems with AI, end with show-and-tell.

“something we did a month ago called AI Discovery Week... We said to people, please don''t do your normal work. We want you to think of the problems that you have, the tools that you''ve heard about... and we want you to try those out for the entire week.”Cameron Adams

“at the end of the week we did a massive show and tell where people showed off what they did. And we had about four or 500 different projects”Cameron Adams

Framework

Designing the conversation — the new craft of conversational AI interfaces

Conversational AI is a design discipline: the system prompt, agent orchestration, and insight-giving dialogue are the experience.

Adams frames conversational AI as "designing a conversation" — a frontier craft where system prompt and agent orchestration shape the experience, and the best conversations teach the user (font/color reasoning) so they can roll it into their own judgment.

Design the conversation deliberately — system prompt, orchestration, and teach-the-user insight are the product.

“When you talk about conversational ai, it literally is designing a conversation, which is kind of a new field for many different people”Cameron Adams

“There''s a ton that goes into the system prompt. There''s a ton of orchestration that you have between different agents and all of that forms part of the experience.”Cameron Adams

Signals

What appears to be shifting, for whom it matters, and what happens if you ignore it.

Signal

AI is evolving toward purpose- and project-specific models, not general ones

AI is trending toward bespoke, purpose-specific models that beat general-purpose ones on their domain.

The host names it explicitly: Canva''s bespoke design AI is a window into AI going purpose- and project-specific — supported by Adams''s claim that the design model goes further than general-purpose models on design quality.

Watch for domain-specific models to outcompete general ones inside their vertical.

“Canvas''s AI platform is bespoke to its users, to the craft of design in that way, it''s like a window into how AI is evolving to be more purpose and project specific.”Bob Safian

“It goes far further than many of the general purpose models that you have access to, And it specifically knows what good design looks like”Cameron Adams

Signal

Product cycles are compressing to a weekly cadence at the pace of AI

Shipping cadence is compressing toward weekly as companies move at the pace of AI.

Adams signals a durable shift: Canva entered a new week-by-week shipping cadence because product pace must now track AI''s pace — a forward-looking indicator that cadence compression is a defining feature of the AI era.

Expect weekly to become the competitive shipping cadence as AI accelerates the clock.

“we''ve entered kind of a new cadence product shipping... shipping as much customer value as we possibly can on a week by week cadence.”Cameron Adams

“When You''re moving at the pace of ai, I guess your product pace has to be faster than it was.”Bob Safian

Signal

Canva targets over a billion users, up from 250M monthly today

Canva is aiming from 250M monthly users toward over a billion, framed as a responsibility to serve everyone.

Adams pairs the current 250M monthly-user figure with an explicit billion-plus ambition and the responsibility to make Canva accessible across languages, economic capabilities and devices.

Canva''s billion-user target frames AI leverage as a mandate for universal accessibility.

“We now have quarter of a billion people that use Canva every single month.”Cameron Adams

“We feel we are very optimistic that Canva will get to over a billion people using Canva itself.”Cameron Adams

Opportunities

Only included where there is a buyer, a real wedge, and a plausible revenue path — not vague idea theater.

Opportunity

Deep vertical AI experiences where the universal front door fails

The failure of the "one app for everything" future opens each vertical to a deeper, purpose-built AI experience.

Adams''s SaaS-apocalypse rebuttal doubles as an opportunity map: wherever a general model gives shallow results (visual communication is his example), a focused tool can win by being far deeper and richer.

Target verticals where general models give shallow results; build the deeper purpose-built experience.

“tools like Canva, the focus on particular areas like visual communication and visual content creation will be able to create an experience that is far deeper, far richer, and gets you better results”Cameron Adams

Opportunity

Goals-end products that carry users from inputs to business outcomes

There is an opening for products that take a user''s raw inputs and drive toward the business goal, not just the artifact.

Adams sketches the new question a product can answer — "how do I get more customers given my product and yesterday''s photos" — pointing at outcome-owning products as the next value layer above artifact creation.

Build products that take raw inputs and drive the user''s business goal, not just the deliverable.

“people can come to us and ask, how do I get more customers given my product, given them the photos I took yesterday given some video footage that I took at this conference? What can I create that is gonna get me closer to my customers?”Cameron Adams

Lessons still worth keeping

Useful takeaways that did not fully clear the bar for durable principle status.

Lesson

AI Discovery Week yielded ~500 projects, roughly half now in production

Canva''s week of problem-first AI exploration produced ~500 projects and converted roughly half to production.

The measurable result of AI Discovery Week: 400-500 projects across every function, with almost half reaching production (internally or shipped to customers) — a high conversion rate for a hackathon-style ritual.

A problem-first exploration week can convert ~50% of prototypes into production tools.

“we had about four or 500 different projects that people showed off employing AI in different ways from our legal team to our finance team to of course our product and engineering team.”Cameron Adams

“I think almost half of them are now pretty much in production.”Cameron Adams

Lesson

Legal''s AI trademark-checker saved 1500 hours of work

Canva''s legal team built an AI trademark-checking app during the AI exploration push and saved 1500 hours a year.

A concrete outcome of AI Discovery Week: legal, which spends thousands of hours a year clearing product names for global trademark use, shipped a trademark-checking application that saved 1500 hours.

Point AI at high-toil back-office work; a legal trademark checker saved Canva 1500 hours.

“our legal team rolled out a trademark checking application because they spend thousands of hours every year thinking about our product names... And they''ve now rolled out a tool which has literally saved them 1500 hours of work.”Cameron Adams

The Plays

Try these this week

Verb-first executable actions — each one tied to a stated outcome in the episode.

Run an AI Discovery Week across the whole company

Outcome: Pause normal work company-wide for one week to attack real problems with AI, ending in a show-and-tell.

Context: Canva ran this a month before the interview across every function; it yielded ~400-500 projects, almost half now in production, and was "super energizing."

“We said to people, please don''t do your normal work. We want you to think of the problems that you have, the tools that you''ve heard about... and we want you to try those out for the entire week. And at the end of the week we did a massive show and tell”
— Cameron Adams

One dedicated week, results converting to production over following weeks per

Before you start

· Leadership permission to pause BAU
· Tool spend/budget for experimentation
· A no-mandate policy so people pick their own tools

Design conversational AI to teach the user, not just execute

Outcome: Build conversational AI that surfaces its reasoning so users improve their own taste, not just receive outputs.

Context: Adams contrasts a mercenary, functional interaction with a well-designed conversation that gives insight into the creative process (font/color reasoning) the user can roll into their own judgment.

“when you see a well-designed conversation that gives you insight into the creative process, like an AI that helps you understand better font choices, why it chose this color, so that you can then roll that into your taste and judgment”
— Cameron Adams

Ongoing product design per

Before you start

· Investment in system prompt design
· Multi-agent orchestration
· Editable outputs so insight can be applied

Make every AI output editable and re-composable inside the core product

Outcome: Ensure everything the AI produces drops into your normal editable workflow as a first-class object.

Context: Adams contrasts dead-end outputs (a flat image or slab of text) with Canva''s rule that AI output is editable, shareable and collaborable inside a normal design, not a bolt-on.

“every part of AI in Canva is editable. Anything that you produce, you need to be able to take into a normal Canva design, share with your team, collaborate... and bring them into it as a first class citizen, not as attack on to technology.”
— Cameron Adams

Design constraint applied continuously per

Before you start

· A core editing/collaboration surface to receive outputs
· Design discipline to enforce the editability rule

Ship every new AI feature to your own team daily before customers

Outcome: Release new AI features internally every day and use the team''s reaction as the quality gate before customer rollout.

Context: Adams calls internal-first shipping the defining behavior of great AI companies; Canva ships to itself daily to judge quality and learn how the experience must change.

“we''re literally shipping every day new stuff to the Canva team to try out to see if it''s good quality enough to see how we need to change the experience to map to it.”
— Cameron Adams

Continuous, every day per

Before you start

· Internal release channel
· A team willing to be daily testers
· Discipline to hold back big architectural changes from customers

Give staff spend and freedom to choose their own AI tools

Outcome: Provide budget and let each team pick whatever AI tools fit their work, rather than standardizing on one vendor.

Context: Canva does not mandate Claude, ChatGPT, Gemini or any tool; teams get spend to figure out their own workflow and tackle their own problems.

“You''ve got spend to try out on tools to figure out your workflow, your process, and tackle the problems that you have. Giving people that freedom is really important because they need to feel comfortable experimenting”
— Cameron Adams

Ongoing per

Before you start

· Discretionary tool budget
· Security/procurement tolerance for multiple vendors
· Trust in team judgment

Build a proprietary foundational model from expert knowledge plus usage data

Outcome: Combine internal expert knowledge and customer interaction data into a domain-specific foundational model.

Context: Canva baked design experts'' knowledge plus customer design-interaction data into the "Canva design model," described as the world''s first foundational design model, going further than general-purpose models on design.

“We have an amazing understanding of design, both from an internal experts level whose knowledge and experience we can bake into the AI experience. And we also have a tremendous amount of data from our customers as they''ve interacted with designs”
— Cameron Adams

Multi-quarter build (Canva released it the prior year) per

Before you start

· Bench of AI researchers/ML engineers
· Proprietary domain expertise
· Large corpus of customer interaction data

Break a large org into speedboats shipping value weekly

Outcome: Reorganize a large org into many autonomous teams each shipping customer value on a weekly cadence.

Context: Adams describes decomposing Canva''s 6000 people from a Titanic into speedboats shipping week-by-week, which he frames as a return to startup roots.

“It is literally a bunch of speedboats that are now going around and shipping as much customer value as we possibly can on a week by week cadence.”
— Cameron Adams

Weekly shipping cadence per

Before you start

· Willingness to decentralize authority
· Clear ownership boundaries
· Leadership tolerance for autonomous execution

Protect explicit explore time by having staff put down their usual tools

Outcome: Give staff protected time out of business-as-usual to explore new tools instead of defaulting to familiar ones.

Context: Adams pairs the freedom to choose tools with time to use them: without explicit explore time, staff fall back to familiar tools and miss the compounding improvements new tools offer.

“we give our staff plenty of time to just sit back, put down their tools, get out of the business as usual, and get stuff done.”
— Cameron Adams

Ongoing cadence per

Before you start

· Manager buy-in to protect the time
· Explicit permission to pause normal deliverables

Decision Moments

Actual decisions, real outcomes

Specific decisions narrated in the episode with their outcomes and transferable lessons.

With AI reshaping the market and Canva under a new kind of pressure at $42B and 250M monthly users, leadership had to decide whether AI was a feature to add or the core identity of the company.

Did: Reframed Canva as "an AI company that does design rather than a design company that does AI," built a strong bench of AI researchers and ML engineers, and shifted from a Titanic-like org to weekly-shipping speedboats.Outcome: A return to "startup roots" with a new week-by-week shipping cadence and rapid AI product movement; described as a big but energizing change.

At an inflection point, redefine the company around the harder new capability so the whole org reorganizes to serve it, rather than bolting it on.

Part of an emerging decision pattern across multiple episodes

General-purpose LLMs were widely available; Canva had to decide whether to wrap an existing model or invest in its own AI IP for design.

Did: Built the Canva design model — described as the world''s first foundational design model — by baking internal design experts'' knowledge and large-scale customer interaction data into a domain-specific model rather than repackaging an LLM.Outcome: A proprietary model that "specifically knows what good design looks like" and "goes far further than many of the general purpose models," released the prior year.

When you have proprietary domain expertise and usage data, build the domain model others can only wrap — it is the durable moat.

Part of an emerging decision pattern across multiple episodes

Teams were busy and defaulting to familiar tools, so AI adoption risked stalling despite leadership intent.

Did: Refused to mandate any AI vendor, gave teams spend and freedom to pick tools, protected explicit explore time, and ran an AI Discovery Week where everyone dropped normal work to attack real problems, ending in a company-wide show-and-tell.Outcome: ~400-500 projects across every function (legal, finance, product, engineering); almost half now in production; legal''s trademark checker alone saved 1500 hours.

AI adoption is unlocked by freedom plus protected, problem-first time — not by mandates; a bounded exploration ritual converts prototypes to production.

Part of an emerging decision pattern across multiple episodes

Tensions surfaced

Contradictions and trade-offs the episode raises — judgment calls a thoughtful operator has to navigate.

Tension

Amplify creativity vs automate it away

AI powerful enough to automate creativity destroys the value it was meant to add; the resolution is keeping the human in the driver''s seat.

Both are true: AI can automate the creative act, and automating taste/judgment removes what users value. Adams resolves it with an explicit doctrine — amplify, keep every output editable, keep humans in the driver''s seat — rather than pursuing full automation.

Resolve the amplify/automate tension with a design rule: keep the human in control and every output editable.

“How do you know when you''re amplifying creativity versus kind of automating it away? I mean, that''s some of the anxiety that that comes around with using AI tools.”Bob Safian

“We don''t want to create a product that automates everything away, that automates creativity and taste and judgment and purports to give you a solution where you don''t need to interact with it at all.”Cameron Adams

Tension

The SaaS apocalypse — will models obsolete vertical software, or does depth win?

General models threaten SaaS obsolescence, yet deep vertical experience wins because no single surface serves all work well.

Both claims have force: models can absorb generic software tasks, and yet a focused tool gives far deeper, richer results. Adams resolves it by rejecting the universal front door and betting on domain depth (visual communication) as the durable position.

Answer the SaaS apocalypse with depth: own a vertical the general model serves shallowly.

“businesses based around software not, not unlike Canva, were suddenly vulnerable to obsolescence because of what the models could do. Is that something that, that worried you”Bob Safian

“I don''t think it worried us... I think this notion that there''s gonna be one place that the entire world goes to, to do all of their work, I don''t think is gonna be, be a reality.”Cameron Adams

Tension

Ship at the pace of AI vs users who want the product to stay stable

Moving at AI pace conflicts with users'' desire for a stable tool; Canva reconciles them by staging change by type and dogfooding first.

Both true: to keep pace with AI you must ship fast; to keep users you must not disrupt their job. Adams resolves it by shipping to the team first, releasing small additive changes freely, and gating big architectural changes.

Reconcile AI-speed with user stability by dogfooding first and gating structural change.

“if the product changes too fast for them, you know, they''re not looking for it to change, they''re looking for it to continue to do the things they want it to do.”Bob Safian

“if you did that to your customers, they would be incredibly frustrated because they just wanna turn up, get their job done.”Cameron Adams

Corpus connection

Where this episode fits for retrieval

What kinds of decisions this briefing is best pulled into.

Primary decisions

• strategic-bet
• product
• build-vs-buy