"Our technology is very scalable. Our software can accommodate enormous numbers of clients. It's a marvelous opportunity. We'll keep developing products"
About this Quote
The cadence is pure boom-time optimism: technology that scales, software that can absorb vast demand, the promise of a market waiting to be served, and the commitment to keep building. Coming from Jay Chiat, a pioneer who fused audacious creativity with sharp business instincts, the statement reads like a plan to marry imagination to infrastructure. It shifts attention from one-off brilliance to repeatable, platform-level value.
Scalability is more than capacity; it is a philosophy of leverage. If software can accommodate enormous numbers of clients, then the enterprise stops reinventing the wheel for each engagement and starts encoding its best thinking into tools, data models, and workflows that compound over time. Fixed costs are front-loaded into design and engineering; marginal costs fall with each additional client. That is why the language of opportunity follows so naturally. Scale does not merely meet demand; it reshapes what is economically possible, unlocking markets that bespoke service models cannot reach.
The most telling phrase is the pledge to keep developing products. In an industry historically defined by services, that line signals a pivot to building reusable intellectual property. Products force clarity: who is the user, what problem is solved, how is success measured, how does the next release learn from the last? They also impose discipline on creativity, channeling it into systems that can be iterated, versioned, and improved.
Chiat famously embraced new ways of working, and his enthusiasm for technology anticipated the broader digital turn in media and marketing. Still, the ambition is not to flatten craft into templates, but to amplify it. Software can scale reach, speed, and consistency; human insight gives it resonance. The enduring message is a strategic pairing: treat technology as an engine for growth, treat products as vessels for accumulated know-how, and keep iterating so that scale does not dull the edge of originality.
Scalability is more than capacity; it is a philosophy of leverage. If software can accommodate enormous numbers of clients, then the enterprise stops reinventing the wheel for each engagement and starts encoding its best thinking into tools, data models, and workflows that compound over time. Fixed costs are front-loaded into design and engineering; marginal costs fall with each additional client. That is why the language of opportunity follows so naturally. Scale does not merely meet demand; it reshapes what is economically possible, unlocking markets that bespoke service models cannot reach.
The most telling phrase is the pledge to keep developing products. In an industry historically defined by services, that line signals a pivot to building reusable intellectual property. Products force clarity: who is the user, what problem is solved, how is success measured, how does the next release learn from the last? They also impose discipline on creativity, channeling it into systems that can be iterated, versioned, and improved.
Chiat famously embraced new ways of working, and his enthusiasm for technology anticipated the broader digital turn in media and marketing. Still, the ambition is not to flatten craft into templates, but to amplify it. Software can scale reach, speed, and consistency; human insight gives it resonance. The enduring message is a strategic pairing: treat technology as an engine for growth, treat products as vessels for accumulated know-how, and keep iterating so that scale does not dull the edge of originality.
Quote Details
| Topic | Technology |
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