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18 results for “founder pressure”
...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
...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
...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
...founder is gonna have their own sort of things that are easy, things that are harder.
53:55 / 55:05
from transcript53:55 – 55:05
...they bring that pressure sometimes to founders. And I sometimes see that in founders we work with where a partner from big firm is feeling the heat from their partnership. That doesn't help a founder. No. Definitely not. It can be counterproductive.
41:54 / 43:03
from transcript41:54 – 43:03
...when they're not actively day to day working on the business is going to raise eyebrows amongst the investor community. Now maybe you don't want investment, so that's a different thing. But, titles. Titles are things that can feel easy to give away a
14:48 / 16:03
from transcript14:48 – 16:03
...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
...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
...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
...or founders trying to navigate their own compensation, I hear a lot of founders that, you know, are waiting to leave their big cushy tech jobs until they raise their first round or until they hit some, you know, specific milestone. What have you seen
10:18 / 11:41
from transcript10:18 – 11:41
...mentality. There's a stewardship, a shepherding mentality. If the firm started with that architecture, the generational transitions tend to be a lot more seamless and stable compared to firms that are founder centric. There is a way to measure founde
44:58 / 46:00
from transcript44:58 – 46:00
...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
...of a cofounder, so maybe there's the death of a vision or a death of a dream that we're excited about. And on one hand, maybe I was the CEO's confidant. And so it's a loss of a friend. It's worrying about their mental health. Right? I mean, the reali
38:10 / 39:27
from transcript38:10 – 39:27
...they will need help at some inflection point because there are unpredictable things happening, and they would need the input. So even if I think of our stronger founders, they they still needed at some point very specific and concentrated the help. B
16:24 / 17:35
from transcript16:24 – 17:35
...throw it in a mix, and say, here you go. This is gonna do great. It may. It may not. And so that's I think portfolio construction
10:37 / 11:38
from transcript10:37 – 11:38
...as a founder you have, but there are also unique blind spots that you have as well. And I think that is a very rational thing to look out and see the wasteland of former very successful founders who again, we all made more money than we meet. We like
11:12 / 12:22
from transcript11:12 – 12:22
...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
...so many founders go back and start another company and another company. And you and you don't have to, but there's a but there's a reason that people do that because they're you know, it's just a lot of, rewarding aspects of it. You know, building gr
1:16:27 / 1:17:31
from transcript1:16:27 – 1:17:31
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