The Twenty Minute VC (20VC): Venture Capital | Startup Funding | The Pitch

Harry Stebbings

The Twenty Minute VC (20VC) interviews the world's greatest venture capitalists with prior guests including Sequoia's Doug Leone and Benchmark's Bill Gurley. Once per week, 20VC Host, Harry Stebbings is also joined by one of the great founders of our time with prior founder episodes from Spotify's Daniel Ek, Linkedin's Reid Hoffman, and Snowflake's Frank Slootman. If you would like to see more of The Twenty Minute VC (20VC), head to www.20vc.com for more information on the podcast, show notes, resources and more. read less

Start Here
20VC: The Story of Turning Around MTV, AOL and Time Warner | How To Be Effective When Making Hard Decisions | Tactics vs Strategy and Why Plans Are BS with Bob Pittman, CEO @ iHeartMedia
Today
20VC: The Story of Turning Around MTV, AOL and Time Warner | How To Be Effective When Making Hard Decisions | Tactics vs Strategy and Why Plans Are BS with Bob Pittman, CEO @ iHeartMedia
Bob Pittman is Chairman and CEO of iHeartMedia, Inc., the number one audio company in America. Prior to iHeart, Bob has just had the most amazing career as a co-founder and programmer who led the team that created MTV. He has also led some of the most incredible turnarounds as CEO of MTV Networks, AOL Networks and Time Warner Enterprises and as COO of America Online, Inc. and later AOL Time Warner. In Today's Episode with Bob Pittman We Discuss: 1. From Flying Lessons to Radio: How Bob first made his way into radio at the age of 15?What does Bob know now that he wishes he had known when he started his career?What is the most painful lesson Bob has learned in his career that he is pleased to have learned? 2. Decision-Making in Leadership: How does Bob structure all decision-making as CEO today?Why does Bob ensure that all decisions are made within 24 hours? What are the pros and cons?How does Bob prevent consensus decision-making? How does Bob create dissent in a discussion?How do the best leaders know when to kill a project? What do most do instead? 3. Tactics vs Strategies: Why Plans Are BS! What is the difference between a tactic and a strategy?When is the right time to change your strategy and tactics?What have been Bob's biggest lessons on how to get teams on board with tactical changes?Why does Bob believe that plans are BS? When can they be useful? 4. The Secret to Messaging and Storytelling: What does Bob believe is the universal truth to successful consumer messaging?What has changed and what has not changed in the way companies tell stories to their customers?Is there a difference between a great product and a great company? What are examples?What excites Bob most about consumer habits today? 5. Bob Pittman: AMA: What does Bob believe is the success to successful parenting? How has it changed?How does Bob analyze his own relationship to money today? How has that changed?Why does Bob not believe in legacy? What do people get most wrong when it comes to ego?
20VC: The Story of Turning Around MTV, AOL and Time Warner | How To Be Effective When Making Hard Decisions | Tactics vs Strategy and Why Plans Are BS with Bob Pittman, CEO @ iHeartMedia
Today
20VC: The Story of Turning Around MTV, AOL and Time Warner | How To Be Effective When Making Hard Decisions | Tactics vs Strategy and Why Plans Are BS with Bob Pittman, CEO @ iHeartMedia
Bob Pittman is Chairman and CEO of iHeartMedia, Inc., the number one audio company in America. Prior to iHeart, Bob has just had the most amazing career as a co-founder and programmer who led the team that created MTV. He has also led some of the most incredible turnarounds as CEO of MTV Networks, AOL Networks and Time Warner Enterprises and as COO of America Online, Inc. and later AOL Time Warner. In Today's Episode with Bob Pittman We Discuss: 1. From Flying Lessons to Radio: How Bob first made his way into radio at the age of 15?What does Bob know now that he wishes he had known when he started his career?What is the most painful lesson Bob has learned in his career that he is pleased to have learned? 2. Decision-Making in Leadership: How does Bob structure all decision-making as CEO today?Why does Bob ensure that all decisions are made within 24 hours? What are the pros and cons?How does Bob prevent consensus decision-making? How does Bob create dissent in a discussion?How do the best leaders know when to kill a project? What do most do instead? 3. Tactics vs Strategies: Why Plans Are BS! What is the difference between a tactic and a strategy?When is the right time to change your strategy and tactics?What have been Bob's biggest lessons on how to get teams on board with tactical changes?Why does Bob believe that plans are BS? When can they be useful? 4. The Secret to Messaging and Storytelling: What does Bob believe is the universal truth to successful consumer messaging?What has changed and what has not changed in the way companies tell stories to their customers?Is there a difference between a great product and a great company? What are examples?What excites Bob most about consumer habits today? 5. Bob Pittman: AMA: What does Bob believe is the success to successful parenting? How has it changed?How does Bob analyze his own relationship to money today? How has that changed?Why does Bob not believe in legacy? What do people get most wrong when it comes to ego?
20 Product: Marty Cagan on The Four Questions of Great Product Management, Product Lessons from Marc Andreessen, Ben Horowitz and eBay's Pierre Omidyar & The Difference Between Truly Great Product Teams and the Rest
2d ago
20 Product: Marty Cagan on The Four Questions of Great Product Management, Product Lessons from Marc Andreessen, Ben Horowitz and eBay's Pierre Omidyar & The Difference Between Truly Great Product Teams and the Rest
Marty Cagan is one of the OGs of Product and Product Management as the Founder of Silicon Valley Product Group. Before founding SVPG, Marty served as an executive responsible for defining and building products for some of the most successful companies in the world, including Hewlett-Packard, Netscape Communications, and eBay. He worked directly alongside Marc Andreesen and Ben Horowitz at Netscape and Pierre Omidyar at eBay. In Today's Episode with Marty Cagan We Discuss: 1. Entry into the World of Product From Engineering: How Marty first made his way into the world of product, having started life as an engineer?What does Marty know now that he wishes he had known when he started in product?What are Marty's biggest tips to anyone making the move from engineering to product? 2. Lessons from Marc and Ben at Netscape and Pierre @ eBay: What are the single biggest lessons Marty took from working side by side on product with Ben Horowitz and Marc Andreesen?What did Netscape do right? What did they do wrong? With hindsight, what would Marty have done differently?How did Marty break all of his rules by working with Pierre Omidyar? 3. Hiring a World Class Early Product Team: When is the right time to make your first product hire as a startup?What is the right profile for that first product hire? Senior or junior?If you go for the junior hire, how do you structure the rest of the team? If you go for the Senior hire, how do you structure the rest of the team?What are the single biggest mistakes startups make when hiring their first in product?Does Marty prefer someone with or without expertise in the domain you are in? 4. Mastering the Onboarding Process: What is the optimal onboarding process for all new product hires?How can leaders ensure that product hires see and understand all areas of the business?What can product leaders do to proactively impress in the first 30-60 days?What are clear red flags that a new product hire is not working out? How long do we give them?
20VC: a16z's Martin Casado on How the Venture Model is Broken, Why VCs Should Be Running Wall St, Who Wins and Who Loses in the Next Generation of Venture & Investing Lessons from Marc Andreesen, Ben Horowitz and Chris Dixon
4d ago
20VC: a16z's Martin Casado on How the Venture Model is Broken, Why VCs Should Be Running Wall St, Who Wins and Who Loses in the Next Generation of Venture & Investing Lessons from Marc Andreesen, Ben Horowitz and Chris Dixon
Martin Casado is a General Partner @ a16z where he focuses on enterprise investing. At a16z, Martin has led investments and serves on the board of dbt Labs, Fivetran, Material Security, Ambient AI and many more incredible companies. Before venture, Martin was previously the Co-Founder and CTO at Nicira, acquired by VMware for $1.26 billion in 2012. While at VMware, Martin served as Senior VP and General Manager of the Networking and Security Business Unit, which he scaled to a $600 million revenue run-rate business. In Today's Episode with Martin Casado We Discuss: 1. From $1.26BN Founder to Leading Enterprise Investing for a16z: How did Martin make his way into the world of VC and come to lead enterprise investing for a16z?What does Martin know now that he wishes he had known when he started investing?What have been some of his biggest investing lessons from Marc and Ben? 2. The VC Model is Broken and Why: Why does Martin believe that the current model for venture is broken?Why does Martin believe that VCs are not oracles and they were not gifted with picking ability?How will asset allocation more broadly fundamentally change over the next decade? Why will Silicon Valley take over and run Wall St?Why does Wall St not care about innovation and true technological development?Who will be the winners and who will be the losers in the next 10 years of venture? 3. Surviving a Crash - What Founders Need To Know: Layoffs: What is Martin's advice to founders on doing layoffs today? How much is the right amount to cut? Should it be done in one go? How should this be communicated to investors and the board?Scenario Planning: What three scenario plans should all founders be creating right now? How should they know which one is the right one to execute against?Comparisons: How should founders use and look to public company performance and market cap to determine which plan they should choose?Hiring Freeze: Why does Martin believe the biggest companies in the world make massive mistakes by freezing hiring? What should they do instead? 4. The Changing Guard at a16z: What have been the single best and worst changes a16z have made over the last 24 months?What are the first things to break when a firm scales as fast as a16z has done?Does Martin agree a16z returns will reduce with the scaling of their funds larger than ever?How does Martin look to train and educate his junior team? How does he advise them on surviving a downturn? What should they do? What should they not do? 5.) The Makings of a Great Board: What are the three types of board members? What is the best? What is the worst?What does Martin believe makes the truly great boards?What is the biggest advice Martin gives to young board members today?How has Martin changed as a board member over time? What does he need to improve? Items Mentioned in Today's Episode: Martin's Fave Book: The Weirdest People in the World: How the West Became Psychologically Peculiar and Particularly Prosperous
20VC: Plaid and Column Co-Founder, William Hockey on Why the Brands that Win in Fintech Will Not Be Financial Services Brands, What US Banking Can Learn from China & Why Companies Can Be Built Slower than People Think?
1w ago
20VC: Plaid and Column Co-Founder, William Hockey on Why the Brands that Win in Fintech Will Not Be Financial Services Brands, What US Banking Can Learn from China & Why Companies Can Be Built Slower than People Think?
Will Hockey is the Co-Founder and Co-CEO @ Column, the only nationally chartered bank built to enable developers and builders to create new financial products. Before co-founding Column, Will was the Co-Founder, President, and CTO @ Plaid, a world-leading data network and payments platform. In 2020, Visa attempted to acquire Plaid for $5.3BN, however, this was blocked due to regulatory issues and the company went on to raise at a reported $13.4BN valuation just 9 months later. Additionally, Will is on the board of Scale.ai. In Today's Episode with Will Hockey We Discuss: 1.) The Founding of $13.4BN Plaid: How did Will make his way into the world of startups and come to found Plaid with Zach?If we are all a function of our histories, what is Will running from? What is he running toward?What does Will know now that he wishes he had known when he started Plaid? 2.) Will Hockey: The Makings of a Decacorn Founder: What does the term "high performance" mean to Will? How has this changed over time?Having had such a successful time building Plaid to $13.4BN, how does Will assess his own relationship to risk and his relationship to money?How does Will approach his own personal portfolio planning? Equity, debt, real-estate? How does Will optimize his own personal wealth?Column is his second time founding a company, what did Will decide to take from Plaid that worked well? What did he decide he would not do having seen it work badly at Plaid? 3.) The Building of Truly Great Teams: Why does Will believe that companies can be built so much slower than people think?How does Will determine the decisions that have to be made fast vs those with time?How does Will ensure the same size of urgency and speed within his team without this time or funding pressure?What have been Will's single biggest lessons when it comes to people acquisition and retention? 4.) Fintech: The Next 10 Years: How will the next 10 years look different from the last in fintech? What changes will be better? What will be worse? What is Will worried about? What is he excited about?What does Will mean when he says, "the US financial system can function like a protocol"? What does Will believe are some of the core myths of the US financial system?Why does Will believe the current financial system can and will fix a lot of what crypto is trying to solve? What barriers will prevent this from happening? Items Mentioned in Today's Episode: Will's Favourite Book: The World for Sale: Money, Power and the Traders Who Barter the Earth’s Resources, Merchants of Grain: The Power and Profits of the Five Giant Companies at the Center of the World's Food Supply
20VC: Jason Lemkin on Why Founders Do Not Care About Their VCs Anymore, Why Zoom Made Us All Worse Investors, Why 80-90% IRR Should Have Been Warning Signs and the Algolia Journey From Seed to $2.25BN Valuation
30-11-2022
20VC: Jason Lemkin on Why Founders Do Not Care About Their VCs Anymore, Why Zoom Made Us All Worse Investors, Why 80-90% IRR Should Have Been Warning Signs and the Algolia Journey From Seed to $2.25BN Valuation
Jason Lemkin is one of the OGs of SaaS of the last decade. As the Founder of SaaStr, he has inspired more SaaS founders than one can imagine building "The World’s Largest Community for Business Software." Jason also invests out of the $100M SaaStr Fund and in the past Jason has led rounds into TalkDesk, Pipedrive, Algolia, Gorgias, Salesloft, and many more incredible companies. Prior to founding SaaStr, Jason was the Co-Founder of Echosign, an early e-signature business, funded by Emergence Capital and that was acquired by Adobe for $100M. In Today's Episode with Jason Lemkin On Algolia We Discuss: 1.) Meeting the Unicorn: Algolia: How did Jason first come to meet Nicolas (Founder) and Algolia?What specific elements of cold emails make the best attract Jason's attention? What do they have in them? What are the most common mistakes people make with cold emails?What is the single biggest mistake Jason made when making the deal with Algolia? How did Jason lead their seed round when their round was "oversubscribed"? 2.) Competition and TAM: The Reasons To Say No: Competing with Free: How did Jason analyze the competitive landscape Algolia was facing? How did he gain comfort that they could compete and win against free and open-source?TAM Analysis: The TAM at the time for Algolia was $2M. How did Jason analyze the TAM at the time? How did he get comfortable with such a small TAM?What are the single biggest mistakes investors make when analyzing competition today? What are the biggest mistakes founders make when presenting the competitive landscape?What are the single biggest mistakes investors make when analyzing TAM today? What are the biggest mistakes founders make when presenting the TAM and how it breaks down? 3.) Investing Lessons Transition from CEO to VC: Jason has previously said one of his biggest lessons is "bet on what you know when you go from CEO to VC"? What did he mean by this?How can one keep this operator knowledge and mentality when one is a VC for a long time?What are the biggest pieces of advice that Jason would give to operators becoming investors?What are the biggest mistakes that Jason made in his first 3 investments as a VC? How did he change? 4.) Mastering the World of Venture Today: Why does Jason believe that he has become a worse investor with the rise of "remote investing"?Why does Jason believe he is a worse investor without having a partner in SaaStr Fund?Why does Jason believe that even the best founders do not want hard feedback anymore? Should we as VCs still give it to them? What has Jason learned here?Will we see great LP churn and many LPs leaving the asset class? What will happen to the existing incumbents with massive AUM and reduced performance?
20VC: Wolt CEO, Miki Kuusi on Leadership Lessons Scaling to a Reported $8.1BN Exit to Doordash, Building Teams not Families, The Difference Between Trust and Safety Within Companies, How To Use Compensation to Create Culture & Why You Should Not Be Lookin
28-11-2022
20VC: Wolt CEO, Miki Kuusi on Leadership Lessons Scaling to a Reported $8.1BN Exit to Doordash, Building Teams not Families, The Difference Between Trust and Safety Within Companies, How To Use Compensation to Create Culture & Why You Should Not Be Lookin
Miki Kuusi is the CEO of Wolt and Head of DoorDash International. In 2014 Miki founded Wolt with a mission to turn the smartphone into a remote controller for life, starting with delivering your favorite restaurant food, to you at home. Today Wolt operates in 23 countries, across several different categories, has over 4,000 employees, and last year, Doordash made the move to join forces with Wolt in a deal worth a reported $8.1BN. Previously, Miki was the CEO of Slush, one of the leading tech and investor events in the world attended by more than 25,000 people annually. In Today's Discussion with Miki Kuusi: 1.) Founding Slush and Wolt: An Entry into Startups: How did Miki come to found Wolt? What was that a-ha moment?Did Wolt have product-market-fit from Day 1? What was the turning point when they did?What does Miki know now that he wishes he had known when he started Wolt on Day 1? 2.) The Makings of a Truly Great Leader: How does Miki define "high performance" today in leadership?How does Miki think about what focus means in leadership? What is the hardest decision Miki has had to make when it comes to focusing the company? What did he learn from Ilkka @ Supercell?What does Miki believe is the KPI of success as the CEO? How does it change?What does Miki believe is the difference between good vs great leadership?What does Miki believe is the biggest sacrifice he has made as the CEO? 3.) Hiring a Team to Compete on a Global Stage: How does Miki use compensation to create a culture of ownership and accountability?Does Miki start from a position of trust and it is there to be lost or no trust and it is there to be gained?What is the difference between a team and a family in company building?What is the core difference between trust and safety in company building? Why does Miki always want to have trust but not want to have safety?What are the single biggest hiring mistakes that Miki has made? How has he learned from them?Why does Miki believe you do not want to hire people that have done it before but hire the people who have seen those people do it before?Why does Miki believe most companies are merely glorified recruiting operations?Does Miki believe that companies need to be as big as they have grown into, headcount-wise? 4.) Miki Kuusi: The Personal Journey What single day was the hardest day of the Wolt journey for Miki? How did it change him?Why does Miki believe that for their Series B, all-bar one VC turned them down?How does Miki assess his own relationship to risk and money today?Why is Miki an advocate for founders taking secondaries along the journey?What can Europe do to become a powerhouse in tech moving forward?Why did Miki decide to sell the company to Doordash? What is he most excited to learn from Tony Xu, Doordash Founder and CEO? Items Mentioned in Today's Episode: Miki's Favourite Book: The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers
20VC: When to Make Your First Growth Hire? Senior or Junior? How To Onboard Them? How To Monitor Their Progress? from Growth Leaders @ Facebook, Instagram, Lyft, Instacart, Miro and more
25-11-2022
20VC: When to Make Your First Growth Hire? Senior or Junior? How To Onboard Them? How To Monitor Their Progress? from Growth Leaders @ Facebook, Instagram, Lyft, Instacart, Miro and more
Casey Winters is the Chief Product Officer at Eventbrite. Prior to Eventbrite, Casey led the growth product team at Pinterest. Before Pinterest, Casey started the marketing team at Grubhub and scaled Grubhub’s demand-side acquisition and retention strategies.  Elena Verna is the Interim Head of Growth at Amplitude. Former exec @ Miro, Netlify, SurveyMonkey. Growth Advisor to companies including Krisp, MongoDB, Ledgy, Builder.io and SimilarWeb. Kieran Flanagan is SVP Marketing at HubSpot, where he has helped the business grow internationally, move to a product-led business, quadrupled its marketing demand, and built out its media team, including the acquisition of ‘The Hustle.’ Andy Johns career started in growth at Facebook when the company scaled from 100M-500M active users. Since he has worked in some of the leading growth orgs at companies like Twitter, Quora and more recently at Wealthfront as Head of Growth and President. Bangaly Kaba is the Director of Product Management @ Youtube. Prior to Youtube, Bangaly led the product growth and consumer product orgs at Instacart and before Instacart was Head of Growth @ Instagram, helping grow Instagram from 440M to > 1B monthly actives in 2.5yrs. Ed Baker is a growth advisor to various startups including Lime, Zwift, Whoop, Crimson Education, GoPeer, and Playbook. Ed was the VP of Product and Growth at Uber from 2013-2017. Prior to Uber, Ed was the Head of International Growth at Facebook. Adam Fishman was the Chief Product and Growth Offer @ Imperfect Foods. Before Imperfect, Adam was VP of Product and Growth @ Patreon, Before Patreon, Adam was the Head of Growth @ Lyft, Adam was the first growth and marketing employee hired and grew the team to 18 people. In Today's Discussion on When To Hire a Head of Growth: 1.) When is the right time to hear your first growth hire? 2.) Is this hire a senior growth leader or a more junior growth engineer? 3.) What can early-stage startups do to entice senior growth leaders to their early-stage company? 4.) What data infrastructure should be in place prior to hiring your first growth hire? 5.) What does the optimal onboarding process look like for all growth hires? 6.) What can founders and CEOs do to set their growth hires up for success?
20VC: Why Operating Experience Becomes Irrelevant Fast and Operators Often Give Bad Advice to Founders, Is Silicon Valley Really Dead? Are Gen Z the Most Entitled Employees? What Will Happen to a Generation of Pre-PMF Companies with $50M in the Bank with
23-11-2022
20VC: Why Operating Experience Becomes Irrelevant Fast and Operators Often Give Bad Advice to Founders, Is Silicon Valley Really Dead? Are Gen Z the Most Entitled Employees? What Will Happen to a Generation of Pre-PMF Companies with $50M in the Bank with
Jeffrey Katzenberg is an entertainment industry executive and entrepreneur, who throughout his career has repeatedly reshaped the media landscape. Jeffrey co-founded DreamWorks SKG, serving as CEO of DreamWorks Animation, which he grew into the world’s largest animation studio, known for Shrek, Kung Fu Panda, Madagascar and more. In 2016, DreamWorks Animation was sold to Comcast for $3.8 billion. Before founding DreamWorks, Jeffrey was Chairman of The Walt Disney Studios, where he took the studio from last place to first at the box office with hits like Three Men and a Baby, Pretty Woman, Father of the Bride and Sister Act. Most recently, Jeffrey co-founded WndrCo alongside Sujay Jaswa and has led WndrCo’s investments in Airtable, Frame.io, Quibi, Vise, Placer.ai, NexHealth, Deel, and ID.me. Sujay Jaswa is one of Silicon Valley’s leading business innovators. At Dropbox, he created and led the company’s global business and finance organizations. Sujay and his teams raised over $1 billion, launched and scaled Dropbox’s products for businesses, created partnerships responsible for over 100 million users, executed some 20 acquisitions, and scaled the global business team from two to more than 500 employees in seven global offices. During this period, the company significantly scaled overall revenue from $12 million in 2010 to over $500 million run rate, Dropbox for Business revenue from $1 million to over $200mm run rate, and users from 15 million to 300 million. Most recently, Sujay Jaswa and Jeffrey Katzenberg co-founded WndrCo and Sujay has led WndrCo’s investments in Figma, 1Password, Databricks, Pango, Pilot, Rally, Zagat / The Infatuation, and other great companies. In Today's Episode with Jeffrey Katzenberg and Sujay Jaswa: 1.) From Dreamworks and Dropbox to Venture with WndrCo: How did Jeffrey and Sujay both make their way into the world of venture from Dropbox and Dreamworks?What was Jeffrey's single biggest lesson from his time leading Dreamworks and being in Hollywood?What was Sujay's biggest takeaway from being at the helm as COO at Dropbox? 2.) Operating Experience is Irrelevant and Can Be Dangerous: Why does Sujay believe that operating experience is irrelevant?What are the single biggest mistakes that operator investors make when it comes to advising their founders?What do both Sujay and Jeffrey do to try and refresh their operating experience in real time?How did Quibi impact their willingness and desire to take large risk both investing and operating? 3.) Building Teams and Hiring People: What are the single biggest hiring mistakes Jeffrey and Sujay have made?What did Jeffrey mean when he said at Disney, “if you do not come in on Saturday, do not bother coming in on Sunday”.How do Jeffrey and Sujay feel about remote work? Why did it not work for them?What did Alfred Lin @ Sequoia teach Sujay about the question all managers need to ask themselves on questing whether they should let someone go? 4.) Silicon Valley: Dead and Entitled? Why does Jeffrey strongly disagree with the death of Silicon Valley?What will happen to the generation of companies that raised too much with no product-market fit?How will the mass layoffs in the valley change the valley as it is today?Does Sujay agree that millennials are the worst segment to hire from? Are they entitled?
20VC: Semil Shah on The Biggest Mistakes VCs and LPs Made Over the Last 24 Months, Why LP Churn is Coming, Core Lessons on Scaling from $1M Haystack Fund I to Today and How To Find, Win and Manage LPs as an Emerging Manager
21-11-2022
20VC: Semil Shah on The Biggest Mistakes VCs and LPs Made Over the Last 24 Months, Why LP Churn is Coming, Core Lessons on Scaling from $1M Haystack Fund I to Today and How To Find, Win and Manage LPs as an Emerging Manager
Semil Shah is the Founder of Haystack, one of the leading pre-seed and seed firms of the last decade. Among Semil's portfolio include the likes of DoorDash ($DASH), Instacart, Hashicorp ($HCP), Opendoor ($OPEN), Figma (acquired by Adobe), Carta and many more exceptional companies. Semil's first fund is marked between a 30 and 40x fund, astonishing. In Today's Episode with Semil Shah We Discuss: 1.) The Makings of Semil Shah: What is Semil running away from? What is he running towards?What does Semil know now that he wishes he had known when entering venture?What is Semil's biggest advice to managers raising their first funds now? 2.) Fund Sizing: Growing vs Staying Disciplined: Question from Hunter Walk: How does Semil determine the right size fund to raise with each fundQuestion from Satya Patel: Why have you resisted increasing AUM?In the last episode Semil mentioned a three-year deployment cycle for the fund, did he stick to it? What are the benefits and drawbacks?What investing mistakes did Semil make over the last 3 years that he wishes he had not made?   3.) The Secret to Fundraising for a Fund: What is Semil's biggest advice to emerging managers on finding new LPs? What works?What materials do managers need to have in place for a new fundraise? Deck? Dataroom?What are the most common mistakes VCs make when pitching LPs their funds?How does Semil follow-up with potential LPs post-call? What works? What does not?How does Semil suggest creating a sense of urgency for LPs to commit to a fund?How does Semil feel about giving preferential terms to convince LPs to commit to the first close? 4.) The Current Landscape: For VCs: How will the current landscape impact emerging managers' ability to raise?What advice would Semil give to them? Raise smaller?Kyle Harrison said on the show recently, “differentiation will kill 80% of venture firms, especially the so-so ones”. Does Semil agree? Who is set to struggle? Who is set to thrive in this environment? For LPs: What does Semil think are the biggest mistakes LPs made over the last 2-3 years?How will they respond in this market cycle?If Semil were handed an endowment fund, how would he allocate today?Does Semil agree, we will see a denigration of venture returns to those of PE like multiples? Why? For Founders: How does Semil advise founders on raising today when everyone says they are investing but very few really are?How does Semil advise founders on how to think about valuation inflection points with respect to raising capital? Items Mentioned in Today's Episode: Semil's Favourite Article: Master of Play Semil's Most Recent Investment: Impart Security
20VC Rising Star: Why Founders Should Expect More From Their VCs | How To Know Pre-Investment Whether a VC Will Be Valuable and How to Get the Most Value Out of Them | Is There a Misalignment Between Founders and VCs with Oana Olteanu, Partner @ SignalFir
18-11-2022
20VC Rising Star: Why Founders Should Expect More From Their VCs | How To Know Pre-Investment Whether a VC Will Be Valuable and How to Get the Most Value Out of Them | Is There a Misalignment Between Founders and VCs with Oana Olteanu, Partner @ SignalFir
Oana Olteanu is a Partner @ SignalFire where she focuses on enterprise software at Seed, Series A and Series B. Prior to joining SignalFire, Oana was at Scale Venture Partners where she invested in applied ML and developer tooling. Oana sourced Scale’s investments in Observe.ai, Flatfile, and Proscia. She was part of the deal teams for Honeycomb and AllyO (acquired by HireVue). She also supported existing portfolio companies such as Dialpad, Matillion, and BigID. Prior to Scale, Oana was an AI seed investor at SAP.io, SAP’s $35M seed fund, where she sourced the investments in Plum.io, Oto.ai, and Akorda. In Today's Episode with Oana Olteanu We Discuss: 1.) From Tank Driving in Romania to VC's Rising Star: How Oana made her way from driving tanks in Romania to becoming a VC?How did leaving Romania for Germany and then moving to the West Coast impact her mindset?What does Oana know now that she wishes she had known when she entered VC? 2.) How to Assess a VC: The Founders Guide: Pre-investment, how can founders know whether a VC can add value? What are the signs?What three core questions will reveal how much value a VC can add?Post-investment, what can founders do to extract the most value from their VCs?What should the founders ask their investors for help with? What should they do themselves? 3.) The VC <> Founder Relationship: Oana has the highest founder NPS of any VC I have ever had on 20VC, what does Oana believe makes her founders rate her contribution so highly? What works? What does not?How does Oana give sometimes very hard feedback to founders but retain that relationship of trust and safety at the same time? What mistakes do other VCs make in giving feedback?What does Oana believe are the single biggest misalignment between VCs and founders? 4.) VCs Behaving Badly: 101 What are the single biggest ways Oana sees VCs behaving badly?How does Oana think founders expectations of the product of venture should change?Does Oana believe boards are valuable? What can be done to improve them? Items Mentioned in Today's Episode: Oana's Favourite Book: The Daily Stoic: 366 Meditations on Wisdom, Perseverance, and the Art of Living: Featuring new translations of Seneca, Epictetus, and Marcus Aurelius
20 Sales: The Ultimate Guide to Sales Onboarding for New Sales Reps and Sales Leaders, The Biggest Red Flags in the First 30 Days & What Can Be Done to Set Them Up for Success with Leaders from Figma, Dropbox, Miro and more.
16-11-2022
20 Sales: The Ultimate Guide to Sales Onboarding for New Sales Reps and Sales Leaders, The Biggest Red Flags in the First 30 Days & What Can Be Done to Set Them Up for Success with Leaders from Figma, Dropbox, Miro and more.
Oliver Jay (OJ) is one of the most successful sales leaders of the last decade. Most recently, OJ spent 6 years as CRO @ Asana and grew the team from 20 to over 450, becoming a master in sales onboarding in the process. Before Asana, OJ spent 4 years at Dropbox, where OJ was Head of APAC & LATAM. Jordan Van Horn is a Revenue Leader @ Monte Carlo. Prior to this role, Jordan spent 4 years at Segment as VP of Sales, leading a sales team of 50+ Account Executives. Before Segment, Jordan was at Dropbox for 4 years leading enterprise sales for Dropbox Business. Dannie Herzberg is a Partner @ Sequoia Capital and before Sequoia, Dannie spent 4 years at Slack as their Head of Enterprise Sales, growing the business from $100M – $1B in revenue. Before Slack, Dannie spent over 5 years at Hubspot building sales teams. Zhenya Loginov is the CRO @ Miro. At Miro, Zhenya runs the go-to-market team of 700+ people across. Prior to Miro, Zhenya was the COO @ Segment where he built and ran the global go-to-market team of 200+ people. Pre-Segment, Zhenya led a 100-person team at Dropbox across different functional areas. Lauren Schwartz is VP of Enterprise Sales at Fivetran, where she has scaled the team to nearly 100, while more than tripling enterprise revenues. Previously, Lauren spent close to 4 years at Segment where she started as the first female AE and ultimately built and led sales teams in enterprise and growth. Kyle Parrish is VP Sales @ Figma, where he built the sales engine from scratch to today, with over 100 in sales. Before Figma, Kyle spent over 5 years at Dropbox in numerous different roles including Head of Sales, and Global Partnerships lead, responsible for growing Dropbox’s partner ecosystem. In Todays Episode on Sales Onboarding We Discuss: 1.) How should the onboarding process for all new sales reps be structured? 2.) How should the onboarding process for a new sales leader be structured? 3.) What specific things can leaders do to set both reps and leaders best up for success? 4.) What are the single biggest red flags in the first 30 days that a rep is not going to work out? 5.) What tools and software can be used to improve this process of ramping new reps?
20VC: ARK Invest's Cathie Wood on Why ARK Has Not Had More Outflows Despite Performance, How the Global Tech Equities Market Will Go From $7Trn to $210Trn in 8-10 Years, The Future for Facebook and How Elon Musk and Jack Dorsey Could Create the Biggest Di
14-11-2022
20VC: ARK Invest's Cathie Wood on Why ARK Has Not Had More Outflows Despite Performance, How the Global Tech Equities Market Will Go From $7Trn to $210Trn in 8-10 Years, The Future for Facebook and How Elon Musk and Jack Dorsey Could Create the Biggest Di
Cathie Wood is the CEO & CIO @ ARK Invest, focusing solely on disruptive innovation, primarily in the public equity markets. ARK has become renowned for opening up its research and becoming a ‘sharing economy’ company in the asset management space. Prior to ARK, Cathie spent twelve years at AllianceBernstein as CIO of Global Thematic Strategies where she managed over $5 billion. Cathie joined Alliance Capital from Tupelo Capital Management, a hedge fund she co-founded, which managed $800 million in global thematic strategies. Prior to Tupelo Capital, she worked for 18 years with Jennison Associates LLC as Chief Economist, Portfolio Manager and Director.  In Today's Episode with Cathie Wood We Discuss: 1.) Entry into Hedge Funds at 20: How did Cathie get her first role in the world of finance at the tender age of 20?What is Cathie running from? What is Cathie running towards?What are some of Cathie's biggest lessons from seeing the dot com bust at Tupelo?What does Cathie know now that she wishes she had known when she started investing? 2.) Why Benchmarks and Passive Investing are Bad: Why does Cathie believe that benchmarks and indexes have become dangerous for consumers?Why does Cathie not believe what everyone else does regarding inflation?How much of the performance of large-cap tech stocks is tied to the growth of passive investing?Why does Cathie think the Fed is making a huge mistake? 3.) Time to Pick Companies: Why does Cathie believe that Facebook is emerging as an attractive value stock?How does Cathie believe Elon Musk and Jack Dorsey could build the largest universal wallet?If Cathie were to put all her money into one of their companies, what would it be?Why does Cathie believe Zoom is one of the most misunderstood companies? 4.) Why Venture: Why Now: Why did Cathie decide to do a venture fund with ARK now?Why did Cathie decide to do a no-carry structure with a higher management fee? How does that align incentives with investors?In venture, the asset chooses the capital, how does Cathie analyze why the best founders in the world will pick and work with ARK over other amazing VCs?What is the single biggest risk you are underwriting when investing in ARK's venture fund? Items Mentioned in Today's Episode: Cathie's Favourite Book: The Emperor of All Maladies: A Biography of Cancer
20VC: Why Market Size is Everything | Three Signs of a Bull Market and How To Remain Disciplined | Why Investing is a Young Person's Game | The Secret to Negotiation | Missing a $200M Opportunity in Nubank and more with Martín Escobari, Co-President @ Ge
11-11-2022
20VC: Why Market Size is Everything | Three Signs of a Bull Market and How To Remain Disciplined | Why Investing is a Young Person's Game | The Secret to Negotiation | Missing a $200M Opportunity in Nubank and more with Martín Escobari, Co-President @ Ge
Martín Escobari is Co-President, Managing Director and Head of General Atlantic’s business in Latin America. Martín is Chairman of the firm’s Investment Committee and also serves on the Management and Portfolio Committees. Before joining General Atlantic in 2012, Martín was a Managing Director at Advent International. Prior to that, he was Co-Founder and CFO of Submarino.com, a leading Brazilian online retailer that went public and was sold to Lojas Americanas in 2006. Martin started his career as a management consultant at The Boston Consulting Group. Thanks to Seba Kanovich @ dlocal for the introduction today. In Today's Episode with Martín Escobari: 1.) From Bolivia to Harvard to Leading General Atlantic: How did Martin make his way into the world of venture from a small town in Bolivia?How did being an operator going through a bust impact how Martin invests and works with founders?How does Martin advise young members on his team about surviving through a bust? 2.) Market Matters: Founders, Product or Market: Why does Martin believe the single most important element when investing is the market you are entering?How does Martin assess both market size and market growth?What does Martin believe makes a "beautiful business model"? What is the difference between good vs great? Why have we seen a generation of bad business models?How did Martin's analysis of Nubank's market lead him to turn them down? How did Martin change his approach to investing on the back of turning down Nubank? 3.) The Venture Landscape: What made Martin believe there was a downturn last year? What three signs always suggest we are in a bubble?As a result, how did General Atlantic retain their discipline when others did not? Where did they lose their discipline and invest at the top of the market?How does Martin analyse the performance of the crossover funds in the last 24 months? Who did well? Who did not? Do they remain in the market?Is Martin concerned by the exodus of capital out of South America with the bust? 4.) Martin Escobari: The Investor and Board Member: How has Martin's style of investing changed over the last decade?How does Martin reflect on his own price sensitivity? Does Martin engage in outcome scenario planning?What has been Martin's biggest hit? How did it change his mindset?How would Martin analyze his own style of board membership? How does Martin advise young board members gaining their first boards?
20 Product: Hugo Barra on Lessons Building Hardware Products at Android, Xiaomi, Oculus, and Detect; Feature Kings vs. Budget Kings; 996 Work Culture in China; There Are No MVPs in Hardware; The 3.5-Hour Recruiting Interview
09-11-2022
20 Product: Hugo Barra on Lessons Building Hardware Products at Android, Xiaomi, Oculus, and Detect; Feature Kings vs. Budget Kings; 996 Work Culture in China; There Are No MVPs in Hardware; The 3.5-Hour Recruiting Interview
Hugo Barra is the OG of consumer hardware of the last decade. In Hugo's current position, he is the CEO @ Detect, building tools that empower people to understand their health and make informed, timely decisions. Before Detect, Hugo spent an incredible 4 years as VP of VR @ Meta with Oculus. Prior to Oculus, Hugo was in China as VP of Global @ Xiaomi, the 3rd largest phone maker in the world. Finally before Xiaomi, Hugo was a product leader @ Google for over 5 years including as VP of Android Product Management. In Today's Episode with Hugo Barra We Discuss: 1.) Entry into Product: How did Hugo make his way from Brazil to Silicon Valley and Beijing Product OG?What is one takeaway from Google, Meta, and Xiaomi that influenced the way Hugo approaches product today?What is 996 Chinese work culture? How does the experience of working and leading teams in China impact his approach to team building today? 2.) The Secret to Success in Hardware: Why is hardware so much harder than software? What are the main differences?What are the biggest challenges faced when building V1 and V2 in hardware? How much do you rely on data vs gut and intuition?What are some of Hugo's biggest consumer product hardware failures? What did he learn from them? 3.) Feature King vs Budget King: Previously Hugo has said, "in the beginning, there is only two types of consumers." What does he mean by this? How does that impact his approach to product building?Can a budget king product leader also be an amazing feature king leader? What is the difference in the two? Why is it harder to be a budget king product leader?What happens if you have both budget king and feature king in one product? What happens then? 4.) Product Management 101: How does Hugo define product management today? What does it really mean to Hugo?Gustav @ Spotify has said before, "details are not details, they are the product." How does Hugo think about this statement in terms of great product management today?When do product orgs start to break down? What are the catalysts? What can be done to stop this? 5.) Brand Marketing vs Product Marketing: What is the difference between product and brand marketing?Why does Hugo believe you should always start every product build with the press release? What is the difference between good and great in a press release? What do the best have?What are the single biggest mistakes founders and product leaders make in storytelling today? 6.) Masterclass in Hiring: Why does Hugo do 3-and-a-half-hour interviews when hiring new candidates?What are the benefits of their being so long? What does he want to achieve?What core questions does he ask every time? What differentiates good from great?How does he get people to really open up and show true vulnerability?
20VC: Coinbase's Brian Armstrong on Real vs Fake Emergencies, Coinbase's Failed NFT Launch, The Politicisation of Leadership, Why This Crypto Winter is Different From The Past & Brian's Development and Insecurities as a Leader
07-11-2022
20VC: Coinbase's Brian Armstrong on Real vs Fake Emergencies, Coinbase's Failed NFT Launch, The Politicisation of Leadership, Why This Crypto Winter is Different From The Past & Brian's Development and Insecurities as a Leader
Brian Armstrong is the Co-Founder and CEO @ Coinbase, the easiest place to buy and sell cryptocurrency. Over the last 10 years, Brian has led Coinbase to today, a public company with over 3,500 employees and revenues of over $7.5BN in 2021. Brian also raised venture funding before going public from some of the best including Fred Wilson @ USV, Micky Malka @ Ribbit, Marc Andreesen @ a16z and Garry and Alexis at Initialized. Prior to founding Coinbase, Brian was a Product Manager @ Airbnb. In Today's Episode with Brian Armstrong We Discuss: 1.) Founding Coinbase: How did Brian make his way from PM @ Airbnb to founding Coinbase?What is Brian running from in his past? What is he running toward in his future?What does Brian know now that he wishes he had known at the start of Coinbase? 2.) Brian Armstrong: The Leader: What does "high performance" mean to Brian in leadership?How does Brian think about stepping off the treadmill for a second and appreciating what has been achieved? How does one celebrate as a team without creating laziness or arrogance?How has Brian most changed as a leader over the last 10 years?On reflection, what does Brian believe are his biggest weaknesses today? 3.) Crucible Moments in the Coinbase Journey: What does Brian mean when he says, "you need to be able to differentiate between a real emergency and a fame emergency?" What is the difference?When Brian made the speech to the Coinbase team on political views in the company, was that a real or fake emergency? What happened? What would he have done differently?Is the failed NFT launch, a real or fake emergency? What big mistakes were made? What are Coinbase doing to correct and improve them?"Bankrupt Coinbase" campaign on social earlier this year, real or fake emergency? What has been Brian's biggest lessons on how to deal with fake news? 4.) Crypto and The Ultimate Mission for Coinbase: What is different about this crypto winter from all other crypto winters?Why did Brian ban discussion on the market cap from employees within Coinbase?How does Brian maintain morale internally when everyone sees the stock at all-time lows?How does the Coinbase mission extend far beyond financial freedom for the world? What does Brian want Coinbase to be in 10 years?
20VC: Michael Mauboussin on Good vs Bad Investment Decision-Making Processes, How To Improve Your Process, How To Know When it Needs Improving and The Single Biggest Mistakes People Make In Their Decision-Making Process
04-11-2022
20VC: Michael Mauboussin on Good vs Bad Investment Decision-Making Processes, How To Improve Your Process, How To Know When it Needs Improving and The Single Biggest Mistakes People Make In Their Decision-Making Process
Michael Mauboussin is Head of Consilient Research at Counterpoint Global. Previously, he was Director of Research at BlueMountain Capital, Head of Global Financial Strategies at Credit Suisse, and Chief Investment Strategist at Legg Mason Capital Management. He is also the author of three incredible books, including More Than You Know: Finding Financial Wisdom in Unconventional Places, named in The 100 Best Business Books of All Time by 800-CEO-Read. Michael has taught at Columbia Business School since 1993 and received the Dean's Award for Teaching Excellence in 2009 and 2016. In Today's Episode with Michael Mauboussin We Discuss: 1.) Entry into Venture and Finance: What does Michael actually do as "Head of Consilient Research"?What does Michael know now that he wishes he had known when he entered finance?How did Michael and Bill Gurley meet in business school? What does Michael believe makes Bill such a special investor today? 2.) Booms and Busts: How This Compares? How does the current macro downturn compare to prior crashes Michael has worked through?What is the same? What is different? How do political and health events impact the macro?Why was 1987 the end of the world at the time? How did the recovery take place?How does Michael analyze the duration of bull markets vs the duration of recovery time?What advice does Michael give to young people today questioning if they are good investors? 3.) The Investment Decision-Making Process: How does Michael advise on the structuring of your decision-making process?What makes a good process vs a bad process?What can be done to remove politics from the decision-making process?What can be done to ensure all people, regardless of hierarchy feel safe in the process and feel they can share their thoughts without repercussions?What are the single biggest mistakes Michael sees people make in their decision-making process?How do you know when is the right time to change your process? 4.) Everything is a DCF: What does Michael mean when he says that "everything is a DCF"?How does Michael advise and apply this thinking to early-stage venture investors?How does Michael think through highly diversified portfolios vs super concentrated portfolios in venture? Items Mentioned in Today's Episode: Michael's Favourite Book: Consilience: The Unity of Knowledge by E.O Wilson
20VC: The GoPuff Memo: Why 10-15 Minute Delivery is an Unsustainable Model, The Plan to Make GoPuff Profitable by 2024, Mistakes Made in Europe and What the Europe Plan Should Have Been and What Does Quick Commerce Look Like in 5 Years with Rafael Illisha
02-11-2022
20VC: The GoPuff Memo: Why 10-15 Minute Delivery is an Unsustainable Model, The Plan to Make GoPuff Profitable by 2024, Mistakes Made in Europe and What the Europe Plan Should Have Been and What Does Quick Commerce Look Like in 5 Years with Rafael Illisha
Raf Illishayev is the Co-Founder and CEO @ GoPuff, one of the market leaders delivering daily essentials in minutes. GoPuff’s latest funding round priced the company at a reported $8.9Bn in March 2021 and to date, Rafael has raised over $2.4Bn for the company from the likes of Accel, Softbank, Fidelity, Baillie Gifford, D1 Capital and more. Rafael has scaled the company to over 1/3 of the US with over 12,000 employees nationwide. In Today’s Episode with GoPuff's Rafael Ilishayev You Will Learn: 1.) From Student to Global CEO: How Raf came up with the idea for GoPuff and started the company as a student with no funding?What were the early signs of product-market fit that Raf observed in the early days?In hindsight, does Raf wish they had raised external funding sooner than they did? What would raising external funding sooner have changed about the way they run the business? 2.) The Rise and Fall of Quick Commerce: What are the core drivers that have led to capital drying up for players in the quick commerce space?With the changing environment, is it a race to profitability for all providers in the space?Is this the perfect time for GoPuff to acquire? What are the characteristics of businesses in the space that GoPuff would vs would not like to acquire?How does Raf see the quick commerce space looking in 5 years time? 3.) Getting to Profitability: The Levers That Matter: Customer Service: Why does Raf believe that all players pulling back on investing in customer service are making a massive mistake? What can be done instead?Delivery Time: Why does Raf believe the 10-minute delivery model is fundamentally unprofitable? How do GoPuff approach it as a result?Inventory: With a changing macro-environment, why does Raf believe it is prudent to focus more attention on alcohol and convenience goods? What do prior recessions show us about consumer spending patterns changing?Metrics: What are the single most important metrics which dictate the speed of getting to profitability? Why is the amount of orders a driver can deliver per hour the most important metric? 4.) Business Expansion Opportunities: How does Raf analyze the opportunity for GoPuff in Europe?Why does Raf believe they should have pulled out of Spain much sooner? Why are they so focused on the UK now?Why does Raf believe it is the right decision to stop investing in GoPuff pharmacy?Why is Raf so bullish on GoPuff kitchens? How does the unit economics of the kitchens compare to the core business for GoPuff? What are the positive effects of kitchens on GoPuff core product?What was the most recent disagreement the board has had when it comes to determining what to prioritize vs what not to? Mentioned in Today's GoPuff Episode: Raf's Mentor and Advisor: Emil Michael, Former Chief Business Officer @ Uber
20VC: Founders Fund's Brian Singerman on The Price Mismatch Between Public vs Private, Why Now Is Not The Best Time To Be Investing, Why Brian Never Thinks About Reserves and Believes in Cross-Fund Investing & Writing a $400M Check Into Anduril Across Rou
31-10-2022
20VC: Founders Fund's Brian Singerman on The Price Mismatch Between Public vs Private, Why Now Is Not The Best Time To Be Investing, Why Brian Never Thinks About Reserves and Believes in Cross-Fund Investing & Writing a $400M Check Into Anduril Across Rou
Brian Singerman is a Partner @ Founders Fund, one of the best-performing funds of the last two decades. Among their portfolio, they have the likes of Airbnb, Facebook, Stripe, Anduril, and many more generational-defining companies. As for Brian, he has led investments in the likes of Affirm, Oscar Health, Wish, Asana, Oculus, and Postmates to name a few. Brian also sits on the board or is an observer to The Long Term Stock Exchange, Solugen, Cloud9, Modern Health, and of course, Anduril. Prior to Founders Fund, Brian spent a very successful 4 years as an engineer and executive at Google. In Today's Episode with Brian Singerman We Discuss: 1.) From Google to Befriending Sean Parker to Founders Fund: How Brian's friendship with Sean Parker led to his joining Founders Fund over 15 years ago?What does Brian believe makes Founders Fund such a unique fund?What does Brian know now that he wishes he had known when he started in venture? 2.) The Landscape Today: Where Are We Now? Why does Brian believe there is a huge price mismatch between private vs public companies?How does this impact the pace with which Founders Fund invest? Why does Brian not feel any pressure to invest in this environment?What are the 10 hypergrowth companies that Brian is looking to invest in today?What advice does Brian give to young investors today who are concerned at their first market correction and questioning if they are actually any good at this? 3.) Brian Singerman: The Investor: How does Brian reflect on his own investing style? What is he world-class at? What is he bad at?Why does Brian think boards are a waste of time? What is better than a board?Why does Brian not ever think about reserves? How does Brian answer LPs concerns when they cite them on the topic of cross-fund investing?What does Brian believe is the secret to venture capital? What elements make those at Founders Fund thrive? What characteristics make those that do not work out, fail? 4.) Founders Fund: The Firm: How does Founders Fund structure and optimize its decision-making process today?How does Founders Fund approach the hiring process for all new team members? What one question do they need to be able to clearly answer with all team members joining?How do Founders Fund approach the reference checking process for all new hires? What questions do they find most revealing of the true talent of the candidate?What are the single biggest hiring mistakes Brian has made? What did he learn from them? Items Mentioned in Today's Episode: Brian's Most Recent Investment: Anduril
20VC: Chris Sacca, Chamath Palihapitiya, Gary Vee, Brad Gerstner and more on Their Relationship To Money, How It Has Changed with Time and Wealth, How They Bring Up Their Children To Engender the Same Values of Ambition and Hard Work?
28-10-2022
20VC: Chris Sacca, Chamath Palihapitiya, Gary Vee, Brad Gerstner and more on Their Relationship To Money, How It Has Changed with Time and Wealth, How They Bring Up Their Children To Engender the Same Values of Ambition and Hard Work?
Chris Sacca is the Founder and Chairman @ Lowercase Capital, one of the best performing funds in the history of venture capital with a portfolio including Uber, Stripe, Twitter, Instagram, Twilio, Docker and many more. From interviewing some of the world's richest married couples, how did gaining wealth change their relationship and marriage?What does Chris do to actively ensure his children remain hungry and know the value of money? Chamath Palihapitiya is Founder & CEO @ Social Capital. Social’s portfolio includes the likes of Slack, Yammer, Front, Intercom and Carta to name a few. What does Chamath mean when he says we need to think through the mindset of "infinite games" not finite games? How does this change how you think about money?How does Chamath think about his relationship to risk today as a result? Brad Gerstner is the Founder and CEO of Altimeter. Brad’s notable deals that he has helped lead include Snowflake, Mongo, Bytedance, Gusto, Unity, Okta, dbt, Modern Treasury, EPIC Games, Hotel Tonight and Zillow. What is the most important thing parents can do to ensure that despite wealth, their children remain grounded and ambitious?Why does Brad, despite being a billionaire, still live in a modest house and not spend on the excesses of life? How does Brad embrace essentialism with wealth? Cyan Banister is one of the most successful and renowned early-stage investors in the last decade. Her portfolio includes the likes of SpaceX, Uber, Affirm, Opendoor Postmates, Niantic and Thumbtack to name a few. Why did Cyan used to hate money? Why was she "anti-capitalist"?How does Cyan approach risk management today? Why does she invest every dollar she makes back into the ecosystem? George Zachary is a General Partner @ CRV, one of the nation's oldest and most successful early-stage venture capital firms with a portfolio including the likes of Airtable, DoorDash, Dropbox, Niantic and many more. What did George learn about how the way people view you changes with your increasing wealth?Why does George believe rich people like to hang out with rich people? Biz Stone is best known as the Co-Founder of Twitter and Medium. Biz is also an investor in the likes of Slack, Square, Intercom, Beyond Meat and Blue Bottle Coffee. What does Biz mean when he says, "wealth only serves to amplify the person you are?"
20Growth: Biggest Growth Lessons from Reddit and Zynga on Scaling to Millions of Users | Why, When and How To Hire Your First Growth Hires | The Biggest Mistakes Founders Make In Hiring, Onboarding and Integration for Growth Teams with Vaibhav Sahgal, VP
26-10-2022
20Growth: Biggest Growth Lessons from Reddit and Zynga on Scaling to Millions of Users | Why, When and How To Hire Your First Growth Hires | The Biggest Mistakes Founders Make In Hiring, Onboarding and Integration for Growth Teams with Vaibhav Sahgal, VP
Vaibhav Sahgal is VP of Consumer Product @ Reddit where he has been for close to 5 years. Prior to his leading consumer product, Vaibhav spent 3 years as Head of Growth at Reddit. Before Reddit, Vaibhav spent an incredible 8 years at Zynga across different roles including Director of Product and GM for "Words with Friends". In Today's Episode with Vaibhav Sahgal We Discuss: 1.) Entry into Product + Growth: How did Vaibhav come to lead some of the best growth orgs in the world at both Reddit and Zynga?What are 1-2 of Vaibhav's biggest takeaways from working with Mark Pincus @ Zynga?What is the most painful growth lesson that Vaibhav learned that he is also pleased to have learned? 2.) WTF Really is "Growth": How does Vaibhav define growth today? What is it not?How does Vaibhav fundamentally differentiate between value connection and value creation?Is growth an art or a science? What tactics have died a death? What remains stronger than ever? 3.) Hiring Your Growth Team: How does Vaibhav advise founders on when is the right time to hire their first growth professionals?Where should they sit within the org? In product? In marketing? Standalone growth team?What are the biggest mistakes Vaibhav sees founders make when hiring their first growth hires? 4.) The Interview Process: How does Vaibhav structure the interview process for all new growth hires? What are the steps?What are the must-ask questions when hiring for growth? What are good answers?How can founders use case studies and data to determine the quality of a growth candidate? 5.) The Onboarding and Integration: What is the optimal onboarding process for all new growth hires?What are signs in the first 3 days that a growth hire will vs will not work out?What can leaders do to ensure growth hires are integrated with the rest of the teams?What are the biggest mistakes founders make when onboarding growth hires? Items Mentioned in Today's Episode: Vaibhav's Favourite Book: Andrew Chen: The Cold Start Problem