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20 results for “founder relations”
...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
or founders that are referring other founders that they have worked with before. Or, you know, the, the third way may be through investors that we know and, have worked with in the past, who we want to co invest with, who are, you know, sending inter
8:24 / 9:24
from transcript8:24 – 9:24
...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 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
...a real problem. Cofounder dating is real. Treat it like you're gonna marry this person because you almost are in terms of how impactful that relationship is on the rest of your life. I think another is not setting super clear expectations early aroun
58:24 / 59:34
from transcript58:24 – 59:34
...the relationship between founders and investors. A very common request during term negotiations is that investors will demand a revesting of founder shares. So what does this even mean, and why do they do it? It's a great question. So founders, when
2:15 / 3:16
from transcript2:15 – 3:16
...cofounder. And we know that you can get these absolutely magical pairs that can build and create things that neither neither of those individuals could have done alone. So, yeah, we would, we're very happy to to help you properly evaluate your your c
2:24 / 3:25
from transcript2:24 – 3:25
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
...fund partners about an investment that we're looking at, and I asked him a question which was like, what attributes do you think matter in the next investor for this business? Because obviously, we all want it to succeed.
1:06:44 / 1:07:52
from transcript1:06:44 – 1:07:52
...for the founder from the and from the company from the very beginning. Yep. And a founder should realize that that is, like, you know, of course, you get into the the anxiety and the stress of, am I gonna get funded? What are the terms gonna be? All
1:14:52 / 1:15:59
from transcript1:14:52 – 1:15:59
...important for cofounders. Right? I think a lot of here, like, maybe you you have your own startup, but maybe you're only one person and or maybe you're trying to find another cofounder. Like, if you can, like, you you wanna find someone that's, like,
24:36 / 25:47
from transcript24:36 – 25:47
...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 performance. It was actually better than quart
45:44 / 46:51
from transcript45:44 – 46:51
...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
...cofounder relationship is you need to have complementarity and overlap on some things. So like for the important kind of existential questions, the company, like, what do we want to achieve? How do we want to achieve it? What kind of culture do we wa
8:15 / 10:04
from transcript8:15 – 10:04
...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
...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
...founders' funds. Founders' fund is like we invested in you, and now it's you're on your own. And it's your job to extract value from us. A certain founder loves that because they know how to get value. They look at that group of people, and they know
1:08:15 / 1:09:17
from transcript1:08:15 – 1:09:17
...the founder of the building and physical industry tend to be slightly older. So in a lot of case, it would not be kids out of YC, although I know we are seeing more and more great stuff coming out of those places, but that's just historically. But, l
16:23 / 17:46
from transcript16:23 – 17:46
...sort of bent towards venture. And I can explain, you know I'm sure that the listeners can explain some of the re the reasons, you know, there's someone to take over if something were to happen to the other founder. There's a complimentary skill set b
51:40 / 52:47
from transcript51:40 – 52:47
...a founder as an operator, as a governance person might look at the job that they're doing and be like, I suck as CEO. Really, we should hire somebody who is more appropriate for this stage of the company. And investors are more used to that sort of c
43:11 / 44:40
from transcript43:11 – 44:40
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