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14 results for “founder struggles”
...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
...makes founder vesting so important. And, again, venture is not the only way to build a business. But if you're gonna take venture money and 40% of your company is already gone because the cofounder left in year two, it's gonna be really almost imposs
52:27 / 53:30
from transcript52:27 – 53:30
...underpay themselves, and they should be paying themselves more. You live in New York, you shouldn't be making a 100,000. You should be making a buck 75 or 200, whatever it is. And so I actually believe that investors are super excited to have the con
29:50 / 31:05
from transcript29:50 – 31:05
...great founders quite often where they're disagreeable. Because when you think about it, a breakthrough startup is a provocative act. It's a disagreement with the present. And the more of a breakthrough it is, the more disagreeable it is. Quite often,
42:00 / 43:03
from transcript42:00 – 43:03
...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
...cofounders because we'd had lockers next to each other in primary school. We were three white guys. We were all basically the same height. We all basically looked the same. We'd all grown up within a few blocks of each other. We were great, great fri
14:57 / 16:04
from transcript14:57 – 16:04
...founder's mortal enemy than an ally and true believer. What causes these misalignments?
0:00 / 1:10
from transcript0:00 – 1:10
...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
...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
...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
...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
...The best founders challenge me. They push me, and they're like, no. No. We can do more. And they are just so maniacal in their thinking. I worry that if I'm challenging the founder, are they thinking big enough? Why am I wrong? I think you are wrong
6:43 / 7:45
from transcript6:43 – 7:45
“Getting rejected 144 times taught me what VCs really think”
...the founder side. They're a loss. Yeah. And and and I I can't say that it's been and and I think it's not the most founders, you know, it's one of the things they like least about starting a company.
1:40 / 2:13
personal lesson1:40 – 2:13
...as a founder to try to get to success is hire and recruit incredible people. Companies are just collections of people. The hardest thing by far that you do early on is is recruiting. It is so incredibly difficult. So now the question is, and and mayb
25:23 / 26:36
from transcript25:23 – 26:36
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