Introduction

Delphi is creating "digital minds" - AI-powered profiles that feel like talking to a real person. Their bold vision is to build a whole new market, not just improve an old one.

What’s the Problem It Solves?

Most AI companies automate existing industries. Delphi tackles a bigger problem: how to preserve, scale, and share human knowledge and personality so others can interact with it anytime.

Quick Summary

Building an AI company in a new market is far harder than in an existing one. There’s no clear playbook, no benchmarks, and no safety net. But when done right, it creates outsized rewards - less competition, faster growth, and the chance to become the category leader.

Delphi is doing exactly that. Instead of just making another chatbot, they’re inventing “Digital Minds” - AI versions of people that match how you think, speak, and share knowledge. This lets others call, text, or video chat with your digital self. Coaches, professors, business owners, and creators are already using it to share wisdom at scale.

The company’s story comes from something deeply personal: founder Dara wished he could keep learning from his grandfather after illness made that impossible. That spark, paired with AI, turned into Delphi. They’ve grown quickly, tripled revenue, and attracted top-tier investors.

Their approach to building is equally unique: hire missionaries, not mercenaries. They seek people who want to do their life’s best work, embrace ambiguity, and live for the mission. Pedigree doesn’t matter - passion, curiosity, and growth mindset do. This culture of urgency, optimism, and cross-functional ownership powers their momentum.

Key Takeaways

• Building in a new category is risky but can create massive upside if you get it right.
• Delphi shows how personal inspiration can fuel groundbreaking products.
• Hiring for mission and mindset beats chasing pedigree and titles.
• Success in uncharted markets requires urgency, optimism, and comfort with ambiguity.
• Delphi isn’t “just another SaaS” - they’re trying to redefine human knowledge sharing.

What to Do

• If starting a company, ask: are you improving an existing market or creating a new one?
• Use personal problems as sparks for product ideas - they lead to authentic missions.
• Hire people aligned with vision, not just skillset. Missionaries will outlast mercenaries.
• Build a culture that thrives in uncertainty: urgency, adaptability, and ownership matter more than process.
• Think long-term impact, not just the next funding round - that’s how category leaders are born.

‍