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“How VCs build conviction and incubate AI companies from scratch”
to build a foundational model for material science. And now they're working with defense contractors, etcetera, to kind of predict new kind of metals and new types of glass with the foundation model t
you know, the reality of venture is it's all just the work. You know, like finding the people, paying the people, doing all that work. To raise the first fund, my own view is that you have to have a shtick, like something you believe that's like you
There's always a desire to do more. And I've probably told you, like, yeah. That's that's cool. Like, you wanna do more, but the more has to be done in the right right place. Like, it has to, you know, be applied in your zone of excellence, at least.
run there coming into TaskRabbit as COO and becoming CEO after it had already scaled a fair bit and obviously taking it that last mile. So in many ways, this is really your first startup that you were doing. Right? Yes. I mean, it's hard. You don't h
So there is, like, this big suddenly vacuum of, like, you're coming from building something at scale to now it's just you, and you are individual contributor. You write the memo. You do the outbound. You're building the t shirt. There is nobody do th
That you have to make sure that that team is protected from that and is just focused on go drive it. Now, they might be good at getting a version one product out to the market, but they are not gonna be good at getting the entirety of the sales force
which is quite different to a European company which will raise less and dilute less. How do you think about and advise founders on the right amount to raise and how much to raise for? It really depends on the domain. In in most enterprise software c
And then over time, construct enough incentives in the different teams Yeah. For making that thing successful. Yeah. And when that happens, you start to see a snowball effect start to occur. But it takes a while. Like, one of the things we learned th
pursuits, and they want to bring in a partner that has more strengths in scaling or large company building. When they don't scale, why don't they scale? You have to really love and want to be doing what you're doing to to to be the best in your field
architect of someone that can build massive business. Yeah. So then as you kinda think about the business itself, we're talking about you picking investments. You meet a founder. You like the founder. You go through DD, and, ultimately, you discuss i
The person who took me slide by slide, I said, okay. Fine. You're crazy. But if anybody can do it, you can do it, and I'm gonna help you. And so I learned to sort of follow my own North Star, and this goes back to the silent retreat of, like, being v
is actually selling to other startups. Those startups have far fewer stakeholders. You just need to convince a CEO and a couple of founders. Those startups don't need a complete solution and those startups don't have any switching costs because they
well, you gotta do it when it's bad out there. And so I can't raise the capital. I have no track record. I was an associate, not a private equity firm. I was a lawyer first, no associate private equity firm. No endowments invested. That's how I'd cal
feel that, then then you'll never get through it. It's just just too many too many bad things happen along the way. So then how do you think of founders that are kind of looking around for ideas that kinda brainstorm, that look for, you know, market
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