Savvy is HQ Trivia + Wordle (feat. Scott Rogowsky) | E2245

Key Concepts

• HQ Trivia’s Rise & Fall: The app experienced rapid growth fueled by a novel live trivia format, but ultimately failed due to inexperienced leadership and a lack of product development.
• Savvy – A Second Attempt at Live Trivia: A new live trivia game where players compete against the host, utilizing a subscription model and focusing on community engagement.
• Starfish Space – In-Space Servicing: Developing autonomous spacecraft (“Otter”) for in-space servicing, including maneuvering, life extension, de-orbiting, and potentially in-space manufacturing.
• The Industrialization of Space: A shift from bespoke spacecraft to standardized, scalable solutions, prioritizing software and autonomy to reduce costs and increase accessibility.
• Real-World Data vs. Simulation: The critical importance of real-world flight data for refining algorithms and improving the accuracy of space-based operations, surpassing the capabilities of even advanced simulations.
• Service-Based Business Model in Space: A strategic focus on providing services in space (like debris disposal) rather than solely selling hardware, fostering long-term sustainability and customer value.

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Scott Rkowski & HQ Trivia – A Post-Mortem

Scott Rkowski details his journey from stand-up comedy to becoming the face of HQ Trivia. The app exploded from 50 to over a million users, peaking at 2.5 million concurrent viewers in April 2018, before declining to 350,000 by January 2019 and ultimately ceasing operations in 2020. He attributes the initial success to being a “first mover advantage” – the first live, interactive, mobile trivia game with real money prizes, drawing parallels to classic radio trivia formats.

However, Rkowski criticizes the founding team’s inexperience in media and entertainment, and the venture capitalists for investing in unqualified leadership. He points to a lack of product iteration and indecision as critical failures. He was initially offered approximately $100 per show, later receiving an offer of 0.25% equity. Rkowski emphasizes the importance of experienced leadership, product development, and building a sticky, engaging product, comparing HQ to a fleeting, unsustainable experience.

He is now co-founder and CMO of Savvy, a new live trivia game where the host plays against the audience via a “hostbuster” mechanic. Savvy launches with a Wordle-inspired format and aims for a subscription-based monetization model. Initial launch numbers show a 71% increase in concurrent users from beta testing, reaching 2,100 concurrent users on series premiere.

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Starfish Space – The Industrialization of Space

Starfish Space is developing “Otter,” a 300kg spacecraft designed for in-space servicing, including maneuvering, life extension, de-orbiting, and potentially in-space manufacturing. Their goal is to make these services commercially viable and accessible. Otter utilizes a single, lightweight camera system coupled with sophisticated software – “Sephapod” (guidance planning) and “Citation” (relative navigation) – prioritizing software complexity over hardware for scalability and cost-effectiveness.

The Reora mission in December successfully demonstrated autonomous rendezvous with another spacecraft using only a single camera and onboard processing, achieving a proximity of 1,250 meters (¾ of a mile). Otter Prop 2 is currently in orbit preparing for a docking attempt. Starfish anticipates needing 10-20 Otters within the next few years, potentially scaling to hundreds over the next decade.

Starfish plans to operate the Otter fleet themselves, offering services rather than selling the spacecraft, allowing them to maintain control, continuously improve the software, and offer a consistent service. They aim to utilize rideshare launches on vehicles like SpaceX’s Falcon 9. Bennett believes Starfish is contributing to a shift in the space industry from an “artistic” era to an “industrial” era, prioritizing software and autonomy. Their de-orbiting services address the growing problem of space debris, requiring the de-orbiting of a significant number of satellites annually.

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Progress, Learnings & the Evolving Space Economy

Starfish emphasizes transparency regarding the difficulties of space missions, prioritizing realistic timelines and data sharing. The Ramora and Otter Pup missions demonstrated the critical value of capturing imagery of other spacecraft in orbit, surpassing the capabilities of even advanced simulations. This data is used to refine algorithms and improve ground-based models.

The space economy is shifting from solely serving ground-based customers to supporting a space-based ecosystem, including in-space manufacturing, cloud computing, AI, and resource utilization. Increased commercial access to space, driven by multiple nations, is a key trend. While acknowledging decreasing launch costs (driven by SpaceX, Blue Origin, etc.), the speaker argues that increased availability of launch opportunities (e.g., Transporter missions) is currently more impactful.

Starfish is deliberately positioning itself as a provider of services in space, exemplified by their recent $52.5 million contract with the Space Development Agency (SDA) for debris disposal services, and a previous $37 million contract with Space Force. This validates their service-based business model. The speaker draws a parallel between Starfish and F1 racing teams, highlighting the importance of real-world testing to refine models and improve performance.

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The Value of Real Data & a Service-Based Future

The speaker argues that real-world data from space is irreplaceable due to unique environmental factors (e.g., sunlight reflection, thermal effects on cameras) that are difficult to accurately model on the ground. Algorithm development involves initially creating simulations using game development engines, then integrating real spacecraft imagery for refinement. This iterative improvement process leads to increased performance, reduced mass requirements, and greater confidence in future operations.

Starfish leverages regular launch opportunities (Transporter missions) to streamline deployment, shifting from discrete launch windows to a more predictable cadence. The company advocates for viewing space as a self-sustaining economy, with businesses serving other businesses in space. A service-based model is considered key to long-term sustainability and customer value.

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Conclusion

Both Rkowski and Bennett highlight the importance of learning from past failures and adapting to evolving market conditions. Rkowski’s experience with HQ Trivia underscores the need for experienced leadership and a focus on product development, while Bennett’s work with Starfish Space demonstrates the potential of a service-based business model in the burgeoning space economy. A common thread throughout both discussions is the critical value of real-world data and the necessity of embracing iterative improvement to navigate the complexities of both the entertainment and space industries. The shift towards standardization, autonomy, and a focus on providing services, rather than solely hardware, appears to be a defining trend shaping the future of both ventures.