company

“Once you've signed, once an investor has invested in your company, you can't get rid of them. You are based, you're really committed. It's almost like getting married. So you want to look for someone with personal compatibility with you.”

“There was also sort of this need for a founder to come in and reinstate their sort of the reasons why the company was started in the first place and kind of bring things to this original vision.”

“When a company gets past a 150 people and, you know, start getting up towards, you know, 200, they don't really need the kind of hustler Founder there anymore. They need people who are going to adhere to processes and, you know, get stuff done and not trotting…”

“Contrast that to today, where it's almost an order of magnitude cheaper to start a company, you can get substantial traction with 500,000 dollars.”

“As a company begins to scale, you have to transform, you know, what each founder believes, what each founder stands for into an actual culture that then permeates the business.”

“If you're not spending 10% of your salary every year in your company on your own personal growth and development, like you're literally suboptimizing the company.”

“The act of, like, coaching somebody else to a problem sometimes reveals things inside your own company that are screwed up, and we all have things that are screwed up.”

“I basically should not pay any attention whatsoever to whether or not other investors are investing in a company even if they're people that I thought highly of. And that that was like, I think that is the mistake that most investors make is the thing that the…”

“It happens generally around, I would say, late series A, or when you're around 20 to 25 people, that you really need other people within the company to go and tackle big divisions within your company.”

“When you remove the founder from a company, the company almost always does worse.”

“In fact, even worse, if you force a company to hit plan, and they're not hitting plan naturally, you're probably making the wrong decisions for the business long term.”

“The interesting trajectory of that is that early in the life of a company, the product does matter a ton. As the company starts to grow and develop, the great founding CEOs start to view the company itself as the product. So they evolved from being product foc…”

“I think the mistake board members make is they say things because they want to, like, sound smart and impress the other board members as opposed to saying things because they know what the reaction might be, and how it might affect how the company operates goi…”

“From my point of view, a few small nudges left or right can change the trajectory of a company by hundreds of percent.”

“A good board member should be a shock absorber for the company, because there will be shocks, and people will be rattled, and there will be all kinds of crazy things happening, and just slowing the process a little bit down, and like guiding the leadership int…”

“Some of the input you're getting is really selfish by the investors from their perspective, but not good for the company.”

“There are perhaps 50 people that are capable, that have shown previous, like, head of growth experience, and they're not going to join your company until they've seen that you've already prioritized growth and shown that you value it.”

“Anchor led the company until their reported two hundred and fifty million dollar acquisition to Hotmart in 2020.”

“You can't build a company made entirely of misfits that, that scale.”

“It's much easier to add something to a company than it is to remove something from a company. And so if you can only add, never remove, you're gumming up the system after a while.”

“The biggest value add, I think, that I've You know, a VC can have on a company is really just to be there for the bad times and just be a friend in the good times.”

“The company's either going to work or not work. And you are not the reason for either of those two things. If anything, you're the reason it's not going to work.”

“Building a company, it feels like it's big moments, but it's more a game of inches.”

“I have never found that any investment we've made ever, or really any, I've never seen any VC Be truly the difference between success and failure of a company. Period.”

“I do not like to lead with discounting. It is a disservice to the customer and to the company and to you as a rep to lead with discount.”

“And you realize if the company calls you back, the company sucks.”

“What I'm telling you is in the next three years, I'm sure someone will start a company that's going to be worth a trillion dollars.”

“The lesson that punches you in the stomach in venture is you can't make a company succeed.”

“If you get those right as a founder, like, the payoff from that will go for decades. And if you get those wrong, like, even if your company succeeds, you're going to live with those sins forever. They're gonna extrapolate out.”