A year ago, if someone asked me what makes a startup succeed, I might have said: “Build a great product, work hard, and hope for the best.”
Now? After reading Zero to One by Peter Thiel—and, more importantly, living through the highs and lows of building my startup—I have a very different answer. Startups are not about luck. They’re about intentionality, planning, and learning to tackle challenges head-on.
Let me be honest: I’m still learning. Every day feels like a new battle, a new lesson, or another piece of the startup puzzle falling (or crashing) into place. But this book has been like a guidebook, reminding me that the road I’m on has been walked before, and there are principles that can help me shape the future I want to build.
Here’s how Zero to One inspired me—and what I’m learning as I apply its lessons to my startup journey.
Lesson 1: Building a Monopoly Isn’t Evil—It’s Essential
When Peter Thiel said, “Competition is for losers,” I couldn’t help but pause. We’re taught that competition drives innovation and that startups thrive on “winning” against others in the market. But Thiel flips this on its head. The real winners aren’t the ones fighting for scraps in crowded spaces—they’re the ones who create something so unique, so powerful, that nobody else can touch them. That’s what he calls a monopoly.
This hit home for me because at Koodall, we’ve been intentional about building a monopoly from day one. We’ve patented over 26 AR virtual trying technologies, creating a moat around our niche in the market. Our team and I were aligned early on: we’re not here to compete—we’re here to dominate. That clarity has shaped every decision we’ve made, from how we invest in R&D to how we pitch ourselves to customers and investors.
I’ve realized that monopoly isn’t just about profit—it’s about building a defensible, scalable business. It’s the moat that keeps your castle standing. And trust me, in the startup world, you need all the defenses you can get.
Mind Map of Zero to One
Lesson 2: Sales Is the Founder’s Superpower
Let me tell you something I didn’t want to admit: as an engineer, I thought building a great product was enough. I poured hours into designing and improving features, obsessing over functionality and performance. I assumed if the product was good enough, customers would come flocking. They didn’t.
Sales, as it turns out, is not someone else’s job—it’s mine.
I’ve had to learn that every interaction—whether it’s pitching an investor, talking to a customer, or even casually mentioning Koodall at a conference—is a chance to sell. I’m not just selling a product; I’m selling a vision, a mission, and a reason for people to believe in us. And I’ve learned that sales isn’t about being pushy or slick—it’s about listening, building relationships, and showing people how you can solve their problems.
I used to think I wasn’t cut out for sales. Now, I see it as one of the most important skills I can develop as a founder. Because if I’m not excited about what we’re building, how can I expect anyone else to be?
Lesson 3: The Power Law Rules Everything
Here’s a reality check from Zero to One: not all startups are created equal. Most will fail. A few will do okay. And one or two will redefine their industries and generate returns so massive they overshadow everything else.
This is the power law in action, and it’s a tough pill to swallow. It means I have to think big—not just about building a good company, but about building the company that shapes the future of our space. Incremental growth isn’t enough. Small wins are nice, but they won’t make us the breakout success we need to be.
At Koodall, this means focusing on big, scalable opportunities. Every decision we make is about maximizing our long-term impact, whether it’s securing key patents, building partnerships, or refining our product to meet the needs of a global market. The power law demands that we aim high, and I’m determined to be on the right side of it.
Lesson 4: Definite Thinking Beats Indefinite Hoping
This lesson has been the hardest to internalize: the future doesn’t just “happen.” It’s built. It’s shaped by people who have a clear vision of what they want to create and the conviction to make it happen.
When I first started Koodall, I was guilty of indefinite thinking. I was excited about the idea of building something cool, but I didn’t have a clear plan for where we were going or how we’d get there. Reading Zero to One changed that. Now, I’m learning to think like an architect—not just laying bricks, but designing the blueprint for the entire structure.
For Koodall, that means asking hard questions: Where do we want to be in 10 years? How can we build a moat so strong that no one can replicate what we do? What’s the one thing we can do better than anyone else in the world? These aren’t easy questions, but they’re the ones that matter.
Building, Not Betting
Startups aren’t lotteries. They’re carefully built machines, fueled by planning, learning, and relentless execution. Reading Zero to One has been a reminder that success isn’t about luck—it’s about intentionality.
I’m still in the trenches, applying these lessons one day at a time. I’m learning to think definitively, embrace sales, and build something truly unique. And while the journey is tough, it’s also exhilarating. Because at the end of the day, I know this: the future belongs to those who create it.
If you’ve read Zero to One, I’d love to hear your takeaways. And if you’re a fellow founder navigating the ups and downs of startup life, let’s connect—I’d love to learn from your journey too.