Searching...
18 results for “founder responsibilities”
...founder. And so if both are doing right, and it never happens, but if they're doing right, 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 mo
42:42 / 43:46
from transcript42:42 – 43:46
...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
...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
...my cofounder, Josh, and just having this recognition that we have our Friday forum where we celebrate all of our wins, and I very rarely make an appearance as a person who has an attributable win. Why do you do that cool if you don't mind me asking?
13:18 / 14:34
from transcript13:18 – 14:34
cofounders or a team who can help with things like marketing, who can help with operations, finances, and more that are as passionate as I am or as skilled or able to do these things with such circumstances such as lacking resources? Reid, I'll take
17:14 / 18:22
from transcript17:14 – 18:22
still to that date. Now it's not required the nine partners to now have a consent because what we just talked about. But there is always a deal team, at least three partners that needs to pound on the table in order to make that investments. And ther
15:04 / 16:09
from transcript15:04 – 16:09
“It's not the investor's job to make those decisions. It's ultimately my responsibility to build the plan, build the strategy. As the CEO and founder, your job is to drive strategy and build that out.”
...founder, your job is to drive strategy and build that out. And I take that very, like, with a lot of responsibility and a lot of thought.
33:38 / 34:15
Practical Framework33:38 – 34:15
...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 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
...So I'll pass this over. But I'll give a few of my own thoughts here. There's no perfect answer, and I don't know what kind of budgets you're personally looking at right now as a founder, but a cofounder is such a big decision. Your Your wife or your
17:39 / 19:01
from transcript17:39 – 19:01
...be founder friendly. Not that you shouldn't be friendly, obviously, but I think the the higher purpose is like founder respect. And friendly can imply, like, cheerleading, yes, person, etcetera. To honor and respect a great founder means sharing trut
1:14:50 / 1:16:17
from transcript1:14:50 – 1:16:17
...your founders, they're gonna tell you when things are not going right because they want you to lean in and help. We wanna be there when you've had a loss in the family. We wanna be there when your best friend, something happened to them because we ar
1:09:44 / 1:10:53
from transcript1:09:44 – 1:10:53
...outside of cofounder? So I don't even know what those would be ideally like. I would imagine that the CEO and some kind of CSO or CTO is already part of the cofounding or the founding team. So what are the other roles so I don't know. What are the ot
20:48 / 22:00
from transcript20:48 – 22:00
...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
...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
...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
...founder should be a part of your hiring process until the day you exit, full stop. Founders who are disconnected from building the team that is designed to help them fulfill their potential, to realize their dreams, to capitalize on all of their bril
47:56 / 49:01
from transcript47:56 – 49:01
...of the company? All the 49 deals we've invested in so far, we feel about all of them that's a partner who did some deals that like, bloody hell, this is so important, so exciting. I would love to be a cofounder of this company. So There's a memo star
25:28 / 26:31
from transcript25:28 – 26:31
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.