I don't know anything about Peloton, but my impression is that they're selling a way of life much more than a device with a particular set of features.

On the CEO level, marketing and sales might very much be all about mood, positioning, culture etc and very little about the display pixel density or the logistics.

I'm not saying that this is sensible, I'm just saying that lots of companies are run this way and a CEO saying they don't sync with tech nor finance every day doesn't necessarily disqualify them.

This guy built a pretty big company pretty fast so he's gotta have done something right. Maybe let's not go all-in with an activist investor's cherry-picked quotes of an uncommonly honest/humble CEO.

I've seen many times sellers selling things that didn't exist yet. Maybe a term describing that is Market Development. It doesn't end well every time but there is usually time to cope with customers after they signed a contract.

> How can you do Marketing without looking at the curre t development to Merker the new features?

Marketing shit that’s not out is just barely better than marketing shit that’s not even planned.

> How can you do sales without feeding customer feedback back into development?

Surely you have normal channels for doing that and it doesn’t require the CEO to talk to the CTO?