How I Built a NEW Category

How I Built an entirely NEW Category

A category is the name given to a new type of product in a retail store.

Customers have their favourite categories and shop them regularly.
Other categories they ignore.
Categories take a while to be established, to be recognised.

In 1987, I helped launch something the UK had never seen before:
1) Fresh soup in a carton.
Ten years later, I’d do it again with
2) Chilled toddler meals.

Two categories. Two wins.

Category creation is intoxicating!

You get there first. You set the rules. You own the space.
It feels like you can do no wrong. And then I went to America.

I thought I could repeat the success. But the market wasn’t ready.
The infrastructure wasn’t there.

We got a lot right – but not right enough.
We burned through millions.
The business collapsed.
Investors lost everything.

I lost more than money; I lost my confidence.
But I was determined to not go out on a failure.

It took years to realise that failure didn’t make me weaker. It made me sharper.
I’m convinced one of the main reasons why my third business was a success was because my second one was a failure.

What I carry forward from those two extremes:

1) Timing is everything.
A market that isn’t ready will break you, no matter how good your product is.
2) Choose your partners wisely. The right co-founder can make a category possible.
3) Resilience is a muscle.
Every failure strengthens it - if you allow it to.

If you’re building something new, remember:
Innovation isn’t just about finding a gap. It’s about making sure the world is ready for you to fill it.

“In business and especially in the start-up world, you suffer so many setbacks which are out of your control. If you’re not resilient you’ll be beaten down and simply give up”

My challenge to you this week:
Find one idea you’ve been holding back on because you’re afraid it might fail.
Pressure-test the timing, the market, and the infrastructure.
Be realistic about how many times you’ll be told “no”,
before you’ll get a ”yes”

→ If the stars align, go for it.

How to Actually Scale

When you’re in startup mode, you’re selling Potential.
You’re telling the world how big this thing could be.
Painting the vision, talking about what’s coming, building anticipation.
But here’s the truth:

Potential is a promise… and promises expire.

The moment will come when talk isn’t enough.
That’s when you have to move into Evidence.

Evidence is proof that your big idea isn’t just a fantasy. It’s traction, case studies, paying customers, testimonials, successful pilots. Anything that says:
“We were right about the potential.”

And Momentum?
That’s when scaling becomes possible.
By then you’ve got processes working, revenue compounding, and market recognition snowballing. Every win makes the next win easier.

Here’s the sequence high-performers follow:

Pro Tip: The trap is skipping a step.

The magic is hitting the switch from each stage at the right time.

Ask yourself today:

A) Am I still selling potential?
B) Have I gathered enough evidence to convince a skeptic?
C) If yes, what’s my plan to turn that into unstoppable momentum?

Get the sequence right… and scaling isn’t just possible.

It’s inevitable.

Last week, I jumped on a call with Musab;

You might remember him from the viral video where we unpacked his business idea.

We worked through his business plan in detail, and he left with more clarity
(and confidence) than he came in with.

He also left with some homework, so if you don’t feel like you should do homework,
think twice about applying.

If you’re stuck, scaling, or you are generally uncertain about next steps, apply below.

I’ll pick the most compelling application.

^{Or email [email protected] directly.}

Big plays from last week (7th of August - 13 of August):

1. Paramount acquires UFC in shock global sports deal.
The newly formed Paramount Skydance acquired UFC in a bold move to own not just scripted content, but live combat sports IP and global audiences.
👉 Big takeaway: The future of media is owning fanbases, not formats.

Attention is the asset.

2. ADNOC’s $18.7B bid for Santos inches forward after due diligence extension.
Middle East energy giant ADNOC, with Carlyle, is pushing ahead with a massive takeover of Australia’s Santos, extending its exclusive deal window.
👉 Big takeaway: Legacy sectors still move fast.

Owning infrastructure is a power play, not a sunset bet.

3. Infosys takes 75% stake in Telstra’s Versent to expand AI cloud services.
India’s Infosys acquired most of Versent, strengthening its enterprise tech footprint in Australia and accelerating AI-based digital transformation.
👉 Big takeaway: Scale your service, not just your software.

Ops layers are where the real leverage hides.

On this day in 1964, A Hard Day’s Night premiered in New York, propelling four lads from Liverpool further into the stratosphere called Beatlemania. What began as a low-budget, black-and-white caper is now considered a classic. It’s a reminder that great work doesn’t always start with big budgets or perfect conditions; it starts with a shared vision, complementary strengths, and the willingness of getting out in front of your audience.

Spots fill up fast, so secure yours now!