When you join Silicon Valley Inc, it looks disorganized but it's actually quite efficient. If this one doesn't work, you sort of move to this other one. No central planner tells you your project is shutting down. You will learn a set of things specific to that company, but don't overestimate the transferability.

And it's, like, you know, if this one doesn't work, you sort of move to this other one.

3:00 / 3:34

And it's, like, you know, if this one doesn't work, you sort of move to this other one. No central planner comes and tells you that, hey. Your your project is shutting down. I'm moving your people over here. It's not really how it works. More like you just sort of move between these things. So just to yeah. I think it's a good point. I hadn't thought about that because we've all probably all of us who've tried to recruit,

folks into organizations in the Valley often have to counter position against big tech. Yeah. And the idea that, hey, you could go join Google or, you know, at this point, maybe even OpenAI, Dropic, whatever. You will learn a set of things specific to that company. Nothing wrong with that, but don't overestimate the transferability if you try to decide if you don't like that job. Whereas, come join our startup,

Why this clip

Practical career advice wrapped in the government systems metaphor. Addresses a key decision point for tech workers - startup vs big tech - with actionable insight about skill transferability. The 'central planner' detail reinforces the political system analogy.

3:00 - 3:3434sPractical Framework

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What they said next

We made very heavy use of our primary investors Greylock and General Catalyst. Both of them did college recruiting in a way that we would never do. They put feet on the ground at every college. There's no way we're gonna hire two people from colleges every year - there's no way we would sit at every college and do that.

5:06 - 40s · Business Mechanics

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