More product choices and more product competition is good for consumers, of course. However, all things considered, if I were the CEO of Kagi, the issue that currently would keep me awake at night is not: “How do I rush to build a better email solution and deliver a search + browser + email ‘ecosystem’?” Rather, the central question that would consume 110% of my focus would be: “How do I fortify the competitive advantages of my core search product to ensure sustainable revenue?” One threat, for example, is that Kagi search could be ‘Sherlocked’ by Apple, since it appears that the product contains no proprietary intellectual property protected by patents.
Is this truly a “case of A and B options”? Unfortunately, Kagi is not yet Proton, which has about 500 employees and $100 million in revenue. When resources are constrained, difficult “A or B” decisions may need to be made.
P.S.: I wish Kagi the very best in its evolution as a company, and look forward to seeing the future innovations it may bring to market.
