—
no calls resolved yet
0 scored
single source
if that's what happens, um, then there's just, there are going to be a lot of industries that are really up for grabs in a fundamentally, you know, kind of more, more profound way than maybe has been the case in the past.
I think that the leading edge entrepreneurs now are going to have like capabilities, which means they're going to have business plans that are like a lot more, you know, they're going to have product plans that are a lot more technically intensive and complex. They're going to have business plans that are more ambitious and complex. They're going to be building companies that just like ramp much, much faster.
There's a whole category of experts that we've had in a firm that that expertise is no longer relevant.
The whole way we did marketing originally, you know, that doesn't really work well for most companies. And it definitely can't work for us because we're too big, you know.
Nobody's writing a puff piece about Andreessen Horowitz. They're, you know, like, where Rupert Murdoch could be easier to get a puff piece than we could.
the kind of thing that we've run into now is, like, companies are getting very big as private companies, and there's a whole other layer of stuff that they need how to do. How do you go international, like, efficiently? ... how do you add channels? ... what can we as a firm do to enable that kind of thing?
software is going to eat the world. Our takeaway from that was, okay, if that's going to happen, then kind of VC up until that point was this idea that there were 15 companies in a given year that would ever get to $100 million in revenue. ... if software is going to eat the world, that's not going to be 15, that's going to be 150. And so, how do you actually scale a VC firm, you know, kind of without losing all the things that make it a VC firm, like, very, very personal but can scale up? And s
when we started, like, the idea, the idea was very simple, which was, you know, the VC product, we thought, was very good for investors, but not nearly as good for entrepreneurs in that. The kind of model was, okay, you get, like, a very smart person on your board, not much more than that. ... we built, like, a whole team to make it easy to do that. ... we built a team to kind of help with that. ... skill you up so you knew how to do the job?
I think Cursor is 14 models now, like fairly sophisticated models on top of, you know, the kind of foundation model.
I think that the leading edge entrepreneurs now are going to have like capabilities, which means they're going to have business plans that are like a lot more, you know, they're going to have product plans that are a lot more technically intensive and complex. They're going to have business plans that are more ambitious and complex. They're going to be building companies that just like ramp much, much faster.
if that's what happens, um, then there's just, there are going to be a lot of industries that are really up for grabs in a fundamentally, you know, kind of more, more profound way than maybe has been the case in the past.