Customers are hesitant to trust a black-box AI with critical operations. The winning business model is to sell a complete outcome or service, using AI internally for a massive efficiency advantage while keeping humans in the loop for quality and trust.

Economist Bernd Hobart argues that large enterprises are too risk-averse for early AI adoption. The winning go-to-market strategy, similar to Stripe's, is for AI-native companies to sell to smaller, agile customers first. They can then grow with these customers, mature their product, and eventually sell the proven solution back to the legacy giants.

Founders are stuck in a SaaS mindset, selling tools to existing service providers. The bigger opportunity is to build new, AI-first service companies (e.g., accounting, legal) that use AI to deliver a superior end-to-end solution directly to customers.

Traditional SaaS companies are trapped by their per-seat pricing model. Their own AI agents, if successful, would reduce the number of human seats needed, cannibalizing their core revenue. AI-native startups exploit this by using value-based pricing (e.g., tasks completed), aligning their success with customer automation goals.

A truly "AI-native" product isn't one with AI features tacked on. Its core user experience originates from an AI interaction, like a natural language prompt that generates a structured output. The product is fundamentally built around the capabilities of the underlying models, making AI the primary value driver.

To penetrate tech-resistant markets like personal injury law, the winning model is not selling AI software but offering an AI-powered service. Finch acts as an outsourced, AI-augmented paralegal team, an easier value proposition for firms to adopt than training existing staff on new, complex tools.

Frame your product's value not around the underlying AI, but around the premium insight it unlocks. The key is to instantly provide an answer—like a valuation or diagnosis—that previously required significant time, money, or human expertise.

Now that generative AI is accessible to all, claiming "we have AI" is table stakes. The real competitive advantage lies in clearly articulating what the AI *does* for the user to create a differentiated product experience and value proposition. The key question is always, "So what?"

The true advantage for new AI-native companies lies not in simply using AI tools, but in building entirely new business models around them. This mirrors how Direct-to-Consumer brands leveraged Shopify not just to sell online, but to fundamentally change distribution, marketing, and customer relationships, thereby outmaneuvering incumbents.