Jordy Greenblatt

The biggest mistake: skipping an obvious winner because it's 'already too big'

Jordy argues investors and job-seekers repeatedly miss huge upside by writing off companies already worth billions, assuming the gains are gone. Over the last decade that instinct has been wrong again and again.

“Yeah, the biggest mistake that people make is not going with an obvious winner because it's already in the multiple billions and it just looks like, okay, what's the potential upside from here? And that's just been wrong so many times in the last 10 years.”

Being anti-hype is a feature, not a bug, for a space company

Jordy praises Varda for refusing to chase narratives, e.g. not bolting on a 'data center' pitch just because it would juice the valuation. In a sector full of hype businesses that reach public markets having accomplished little, staying grounded is the differentiator.

“So there's a lot of companies in space that are just hype businesses. They will get all the way to the public markets without having accomplished much, if anything at all. Yeah. And Varda has been— doesn't chase the hype. They weren't coming out this last year having like a new pitch around data centers just because that would have gotten them.”

The 'front door to AI X' positioning

Jordy frames Suno as the front door to AI music the way ChatGPT is the front door to LLMs, capturing the default first user relationship in a category. The transferable pattern: own the entry point and you capture the mass of people who have an idea but never had the skill to execute it.

“Yeah, I think what you're getting at is basically like Suno is the front door to AI music in the way that ChatGPT has been the front door to large language models. That has a lot of value.”

Brand is the feeling, not the logo — keep that constant, evolve everything else

Jordy argues the only thing that must stay consistent in a brand is the feeling you create when people interact with it; logos, names and aesthetics should iterate rapidly. The internet lets you update your brand in a few clicks, so rigidity is what kills brands, not change.

“And so I think the, the only consistent thing for our company is like the feeling that we're trying to create kind of like what we want people to feel when interacting with the brand. And I think that that has to— that has to stay consistent because like that is, that is the brand. It's not necessarily like whatever, whatever logo, whatever your logo is at any one given point.”

Steal thisLock the feeling your brand creates; treat the logo, name and visuals as disposable and iterate them constantly.

A $100 skateboard deck at 12 taught Jordy 'everything you see is a business'

At 12, Jordy found a Midwest manufacturer to make skateboard decks, slapped his J-Man Designs logo on them, and made his first $100 selling a product. That moment crystallized the belief that everything in the world is a business you could build yourself.

“And I think that once, once I realized like, hey, you can just— that was my moment of like, you can just make things like everything you see in the world is a business and there's no reason that you can't build it yourself.”

SendCutSend: upload a CAD file, get a custom metal part back fast

SendCutSend lets engineers upload CAD files and quickly get custom parts milled and shipped, with software automating quoting and production. Bootstrapped by founder Jim with zero outside capital, it scaled past $100M in annualized revenue by competing on speed in a slow reindustrialization market.

“But SendCutSend is a bootstrapped company. The founder, Jim, has been on our show, scaled over $100 million in annualized revenue, you know, completely independently and have thousands and thousands of happy customers.”

Steal thisIn manufacturing, compete on speed and frictionless quoting, not just cost — shops that take a week to reply are the market gap.

Brand yourself as a 'network' to unlock public-company CEO guests

TBPN renamed from Technology Brothers partly to gain the optics of a cable network, since gatekept comms departments of public-company CEOs trust a 'network' far more than a podcast. The aesthetic of being a network got them guests a two-person show couldn't.

“And so like by having the optics of being like a network, even though we are just a podcast, we were able to, you know, end up getting a lot of those guests.”

Steal thisIf you need access to gatekept executives, give your media product the optics of an institution, not a personal show.