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14 results for “network building”
“How top VCs architect their firms to evaluate AI deals in minutes”
...networks in these talent pockets. And basically, like, how do we, you know, how do we build, you know, architect a firm, even the folks we hire, the the way we spend our time, such that when we see a
2:23 / 2:47
tactical advice2:23 – 2:47
...Network. It's a piece of software we made where our founders can go in, pick which folks they wanna meet, and then whoever in our organization has the best relationship then can forward that information on. We might open it up to other founders at so
1:20:53 / 1:22:00
from transcript1:20:53 – 1:22:00
“This AI connector optimizes for goodwill instead of traditional metrics”
...entire network? And can I make intelligent bets in the introductions that I make that will lead to good conversations and, you know, economic value and and good outcomes of deals such that I continue
19:49 / 20:26
framework19:49 – 20:26
The b to b, which is really what I think we are more of in the b to b to c business as well. You know, it's a it's a very different playbook, especially when the underlying industry is one that is used to everything being analog offline relationship
16:27 / 17:31
from transcript16:27 – 17:31
...a network of other VCs to get pocket listings for them to tell you about their investments or to introduce your investments to is equally important. I would say probably equally important if you're going to succeed having a network of people you can
1:19:40 / 1:21:18
from transcript1:19:40 – 1:21:18
...of our network and building around that. So we have an operator network of a 100 execs in the tech and corporate world, and a lot of funds have operator networks. But when you look at the makeup of our network, it feels really different than the netw
15:24 / 17:05
from transcript15:24 – 17:05
You bring in new groups and it particularly in my space, they're coming at it from the mindset of this is how we did it. But now they're part of a 260,000,000,000 organization. It's a very different situation. When you work at a bigger organization,
35:19 / 36:21
from transcript35:19 – 36:21
...are the building classic. Mhmm. There's introductions if and when. I do share the list of people I know to make intros, so it establishes that credibility. So, you know, it's not just like again, if I like what you're up to. Simple basic stuff. Like,
38:13 / 39:16
from transcript38:13 – 39:16
...is a building where there are about three or four super funds in it. I used to go down there in the early two thousands, never have a meeting and sit in the lobby. And people would come in and you would just have these casual conversations with no ag
36:00 / 37:14
from transcript36:00 – 37:14
...Team building is important here. We do a lot of team events as a firm. We have a foundation
28:27 / 29:32
from transcript28:27 – 29:32
Not necessarily better, just different. What'd you figure out about what in particular is complex from that simple idea of bringing the people together? It takes a lot of practice. It's natural. I'm gonna go do my own thing, and I'm focused on what I
27:43 / 28:51
from transcript27:43 – 28:51
do I have my own lane? You've got lanes, and we've got technology to claim. I mean, it's probably a lot like if you were in a good software company and you looked at the Yeah. BDRs and that software company and looked at the sales folks, and you thou
35:47 / 37:16
from transcript35:47 – 37:16
was on the Wednesday, and and that was it. So we can move quickly, and sometimes we've got rounds reopened for us. But the real place right now is we go try to find people as early as possible. And if it is too early, we have all the systems to nurtu
37:28 / 38:34
from transcript37:28 – 38:34
It is a little bit soul destroying, but we do so much of it. And we were looking at the success that we've had from it, and we'll probably raise half of our next fund from investors who we've reached out to cold. We have so many names that we reached
34:31 / 35:55
from transcript34:31 – 35:55
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