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20 results for “founder evaluation”
Topic2 mentions across episodes
founder evaluation
“Why seed investors are getting lazy about founder evaluation”
...number of founders has exploded, you tend to rely even more so on signals and rather than on actual kind of substance. For example,
23:58 / 24:36
contrarian take23:58 – 24:36
...at founders over the past almost ten years, it is pretty like, you know, we look for the same thing, like, you know, other resourceful, relentless, I think the element around communication is capital, like, is is key. Like, you know, can they communi
9:45 / 10:51
from transcript9:45 – 10:51
...founders, interviewing potential hires, or others, you find it most interesting and useful? All of the above. The founder one is fascinating because you actually end up going down different lines and helping them depending on whether they answer the
4:27 / 6:05
from transcript4:27 – 6:05
...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
...founders spiking exceptionally on some of these and maybe less on on some others. For them, it's the ability to put a fantastic team together and and then show them the way as opposed to getting high marks on on all of these dimensions. Do you know o
11:59 / 13:02
from transcript11:59 – 13:02
...in the early days, I don't think that grill would be applicable because there's so much uncertainty. You need to navigate much more tactically in the early days and the early years of building a company. The the framework applies better to profession
10:55 / 12:26
from transcript10:55 – 12:26
...I know how to evaluate a world class founder. Do actually I usually know how to interview an executive, etcetera. Trying to identify who's gonna be a world class founder until you see them actually try to do it is really, really, really difficult. An
51:42 / 53:09
from transcript51:42 – 53:09
...founders, you spend you're in a in a semi in a in a minor crisis every every month or every quarter, or you need to just keep on pushing. If you if you if you find founders where you feel that you need to push them instead of them pushing you, then t
17:12 / 18:15
from transcript17:12 – 18:15
...founder level, obviously, under each of these verticals, I won't bore you to death. I have, like, 10 to 20 questions and parameters that evaluate under each, and try to be as analytical as possible instead of, you know, just sort of doing it at a sur
21:47 / 22:53
from transcript21:47 – 22:53
...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
...a founder what to do. I do have feedback and hopefully insightful feedback about my kind of spidey sense of what's working and what's not. Almost like a cartoonish mirror at a haunted house. Try to exaggerate the positives and exaggerate intentionall
40:57 / 42:26
from transcript40:57 – 42:26
...future fit. One of the things that I've learned in looking at these 100 bagger studies is some of these things become clearer later, and you have to figure out what's the real signal at the time you have to decide. And so you wanna get a time capsule
38:12 / 39:16
from transcript38:12 – 39:16
to really help them pick a significant pain point they can go after and build an important company. And we've done it multiple times successfully. Mutual friend of ours, Doug Leone says a very similar thing in terms of how he really evaluates people,
17:58 / 19:01
from transcript17:58 – 19:01
...market fit and that unfair advantage extremely heavily. We think that that is the number one decider of success, especially at the precede stage. When everybody can build something, having that speed to conviction and knowing what to build, faster th
2:13 / 3:19
from transcript2:13 – 3:19
...kind of rank founders based on all those criteria, grit. Also, sectoral, affinity, whether they were in the sector, they have a reason to understand the the internal, internally what's happening in the sector or whether they're just solving a problem
19:27 / 20:34
from transcript19:27 – 20:34
...founders when you met them the early days of the traits they had that really got you convinced to go on a journey with them? No. I found that there is no factory of founders, and they are coming in so many different shapes. I will say maybe one thing
15:48 / 16:55
from transcript15:48 – 16:55
...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
...is your friend, he will tell you the truth, but, actually, that might be half of the truth most of the time.
38:57 / 40:04
from transcript38:57 – 40:04
...know about their market that the rest of the world just doesn't understand. And it's that specific knowledge that we think is going to make their approach super sticky. They're going to be really, really compelling to customers that are going to get
1:10 / 2:48
from transcript1:10 – 2:48
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