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15 results for “founder selection”
Topic2 mentions across episodes
founder selection
...thing a founder can look for in their VC is a lazy VC. Because truth be told, VCs don't add value and the best founders build the companies themselves. So if you pick anything, pick a lazy VC. Do you agree? Well, I think that lazy is probably in a di
5:50 / 7:05
from transcript5:50 – 7:05
...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 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
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
...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
...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
...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
...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
...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
...for a founder because it means that if I have you on my board, I probably have you for a very long time. And that's something that have still happening is that you, you give a firm a seat, and then the person leaves, and then you get someone else. An
38:12 / 39:19
from transcript38:12 – 39:19
...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
Sure. It's part of, you know, sense of urgency, which is another common theme that, you know, we've heard about many times on the podcast. But if you make a decision, just go and do it as soon as you're out of the door, pretty much. And speed of iter
25:17 / 26:39
from transcript25:17 – 26:39
...the founder has a purpose with this business? And in a way, whether they're gonna be the CEO to lead that business towards the purpose for like a certain phase, and then at some point they'll take a different role, within that business, but they'll h
14:00 / 15:28
from transcript14:00 – 15:28
...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
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