VCs who don't run their firms like real businesses can't find great CEOs
“And I obsess about it, and I stopped not cannot stop thinking about this is a business, and we are as good as we are running our internal business.”
It's not raising money and making investments. Oh, I was so fun. How cool? No. It's a company. It's a business. And everything that we do here, quarterly reports, AGMs, emails is, like, in the top of the way I can the best I can do. And I obsess about it, and I stopped not cannot stop thinking about this is a business, and we are as good as we are running our internal business. That's how we find the best CEOs. That's how we find the best LPs. That's how we'll find the best partner to join us at the place.
I couldn't agree with that more. And and it so many people actually miss this, whereby they think raising a fund is just basically around, I'm gonna invest a bunch of capital. I'm gonna work with entrepreneurs.
About this clip
A venture capitalist argues that running a VC fund like a proper business—with rigorous quarterly reports, AGMs, and operational excellence—is essential for attracting the best CEOs, LPs, and partners. They push back against the common misconception that venture capital is just about raising money and making investments, emphasizing that internal operational discipline directly correlates with external success.
Why this clip
This challenges the glamorous perception of VC work by arguing that boring operational excellence is actually the key to investment success.
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