Pete and Andy explore the strategic decision of whether to build new AI-native businesses or buy and transform existing ones in the era of artificial intelligence, examining the capital allocation strategies and transformation approaches best suited for different industry contexts.

• Buy Strategy: Acquiring existing businesses with established customers and transforming them with AI

• Build Strategy: Creating new AI-native businesses from scratch without legacy constraints

• Decision Factors: Industry characteristics, switching costs, trust requirements, and capital requirements

• When customer acquisition and trust-building are expensive or time-consuming

• When there are significant regulatory or compliance barriers

• When brand and credibility are critical differentiators

• When distribution is a high-value asset that's difficult to replicate

• When existing customer contracts create high switching costs

• When incumbents are caught in "inertia traps" and slow to adopt AI

• When beginner's mindset can lead to radically different approaches

• When customer acquisition costs can be significantly lower with AI-native solutions

• When service delivery can be radically transformed with AI

• When speed to market with an AI-native solution outweighs the value of existing assets

• The "truck size" analogy: Why are business processes designed the way they are?

• Historical processes were built around humans as the only source of intelligence

• AI allows rethinking every process from first principles without human constraints

• Chesterton's Gate principle: Understanding why legacy systems exist before redesigning them

• The challenge of transforming legacy organizations with embedded processes

• "Netflix model" of incubating new businesses alongside existing ones

• Organizational resistance to change in established businesses

• Managing complex system transitions with interdependent components

• Duolingo Analysis: How language learning apps might evolve with AI and immersive experiences

• Value of Distribution vs. Technology: Balancing existing customer base against new technical capabilities

• Competition Dynamics: The potential for individual entrepreneurs to create competitive AI applications

• Where to build long-term equity when technical moats erode quickly

• The shifting company lifecycle in public markets (from 60+ years to 15-20 years)

• Bitcoin as a potential value preservation strategy during industry transformations

• The "Intelligent Assembly Line" methodology for business transformation

• Practical steps for companies wanting to implement AI transformation

• How existing businesses can successfully navigate the value trap through effective transformation

"If I can buy a bucket of cognition for $1 instead of $100,000, why is the truck that big? What changes? That's the question to ask of your business."

"The actual overall cost of that business would include all of those things, effectively as assets. The people involved, the employees are all part of the business that you're buying."

"This ability to branch at that point always required a human, so you have to have a person in a chair doing that. This implies that you no longer need to put somebody in a chair."