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13 results for “founder autonomy”
...as a founder or be able to work through conflict in such a way that doesn't make the relationship toxic. One of the things that I've done from my very first fundraise, I got a piece of advice, is pick a fight with an investor with whom I'm negotiatin
35:58 / 37:00
from transcript35:58 – 37:00
...founders out there having to do things that they would never want to do. And I have seen some founders that you would not even think of that actually were in very, very difficult situation because of the bot. The problem is that when you start having
40:30 / 41:35
from transcript40:30 – 41:35
...are founder centric. There is a way to measure founder centrality mathematically. You basically have to scrape tons of LinkedIn data. We, a long time ago, supported some really cool academic research on using network dominance to predict venture fund
44:57 / 46:03
from transcript44:57 – 46:03
...a founder control led company. Do you think that's actually better? I I like the governance, I would say. So it depends so so if you have the right board member, actually, governance is great. But I would say if you don't, of course, you know, that's
41:13 / 42:20
from transcript41:13 – 42:20
...can a founder do to protect themselves? And maybe that's not even the right term, but I'll I'll ask it anyway. Like, what can a founder do to protect themselves from the worst outcomes that can sometimes come about as a result of investor misalignmen
35:05 / 36:19
from transcript35:05 – 36:19
...then any other case, they should not be. I think, you know, we are minority investors for the most part. We are there to advise. We are there to help, but it's ultimately the founder's business. And so my viewpoint is that, like, I can help you avoid
22:13 / 23:39
from transcript22:13 – 23:39
...founders out. If they're looking at their cap table, it's saying, oh, oh, no. We we sold, like, 35% of the business. Yuri is not gonna talk to me. That's not true. I will still talk to them. But I do think that you as much as possible, you want to ma
21:34 / 22:58
from transcript21:34 – 22:58
...because if a cofounder leaves, that is one of the easiest ways to kill the business. If they walk away with 50% of your company after two years, you're no longer fundable by venture capitalists. So getting that vesting schedule right and making sure
11:57 / 13:01
from transcript11:57 – 13:01
...founder wants to do. So it goes from, like, oversight to, like, catalyzing and to amplifying the the founder's ambition. Really? If you like, I I agree with you, but, like, officially, the job of a board member is to, you know, have a fiduciary duty
52:27 / 53:30
from transcript52:27 – 53:30
...is founders who start the company with a co founding team and they fail to put vesting schedules on their shares. It can feel very odd. This is perhaps a good example of something that coming from academia you wouldn't know off the bat. It can feel w
11:14 / 12:15
from transcript11:14 – 12:15
...generation, the more the legacy owners care about the name on the door, the Stanley name, or the historical name that their mother or father, grandmother or grandfather, right? Whereas if you're talking to a founder themselves, or an entrepreneur tha
45:00 / 46:03
from transcript45:00 – 46:03
...original founder is not gonna be the person running that, but close control is a key to the success of that business and so many others hired CEO in the case of Mars, or it might be a close family member in the case of Hermes, the David your your com
32:14 / 33:21
from transcript32:14 – 33:21
...cofounder, Josh. Yesterday was the first time that I recognized that feeling. This isn't the thing that had been bubbling up for months. It was just like, that's weird. I got a message from him today, and I feel resentful.
58:24 / 59:34
from transcript58:24 – 59:34
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