G Squared

“We lost I think we made, we lost like 20 cents on the dollar, and Lyft we made like a three X.”

“In early vintages, we got like 35 cents on the dollar by being a secondary direct buyer over primary buyers because there was no other secondary buyers.”

“I sold it at like, I think we made a three X on it and sold it at like nine dollars a share.”

“We bought it like a 50% discount to the current financing round. And we just kept buying it there for the next two years.”

“I think we had to really adjust ours after 20, 21, because I think it had holes in it that were Exacerbated. Too much qualitative. Too much my gut, my feel. Too much who else is in the room. Too much, yeah, just the soft stuff that venture capitalists and grow…”

“We were the largest shareholder of Coursera. Eight hundred million dollars back to LPs on Coursera.”

“The total first was, it was like, fifty million bucks in total between secondary and primary, kind of, we got that plus sum and value of Gatir, and then the next check was a hundred million bucks. To restructure that equity, to pull it forward. So you get two …”

“Yeah, it's a big win, but hey, we also lost. Four hundred million dollars of their money over here.”

“We stopped distributing shares because LPs blame you if they hold it.”

“40% of my third fund went into Spotify.”

“We made a three X on Postmates”

“You can't, over time, dollar cost averaging in through lots of transactions, you can't build a scalable position if the company goes from zero to a hundred and No time.”

“We owned 16% of Coursera when it went public.”

“That's why we have Lambda. We also had CoreWeave.”

“A lot. A lot. And I've got appetite for more. Same with OpenAI. Same with Databricks. Wiz.”

“We raised a 1,000,000,004 and then turned down another seven hundred million. In very short period of time.”

“Oh, sub four billion.”

“My early investment committee memos and the early vintages were outsourced to, you know, a group of really smart analysts in India, that you could pay a fraction of what you could pay talent in the US.”

“I don't give a shit about the dilution. I care about the price I pay. In dollars. And the price I'm going to sell it at, in dollars. I am focused on DPI, not MOIC. I don't care about the dilution.”

“And still to this day, which some people are not comfortable with, 80, hopefully 90% of our risk are in 10 companies.”

“And then actually I don't think it was formally sued. It was threatened to be sued. And I agreed to settle it out of court and gave him a couple million dollars to go away.”

“So with my mentality still to this day, raising 1,000,000,002 billion dollar funds is the money's there. You close. Start deploying it. Build a portfolio. Show some improvement in NAV. It is inertia that makes it easier.”

“Oh, just massive amounts. I mean, we made ridiculous sums of money for LPs. In that period, which set our business up to be able to survive a bad vintage, and we're working our tails off, our asses off on our twenty-twenty vintage, but it's hard.”

“It starts to provide you that Trojan horse moment to know when to triple down on a whiz, which we did in our 20, 22 vintage fund, and have the outcome that we're gonna have. Those founders are amazing, but to make three X in 18 months, Is because of what they …”

“Spotify, early investment that he trusted our business model in, let's say eight to 10 X. Bolt, you have to be determined, but let's just assume it's somewhere between, you know, 50% and face value of what Sequoia paid. It's, you know, six, seven X.”

“No, and then, by the way, layer some secondary on, lower the cost basis, and you have, you can make a five X in three years.”

“The agreement was to buy about fifty million dollars of stock over, like, four months, because, you know Because I, because I'm still raising the fund.”

“In that case, from that fund, my guess is those decisions we made cost our partnership probably a half a billion dollars of capital. Between capital actually lost, and investors that you can't bring back.”

“Today I think there's a handful of liquid private companies basically. They're quasi-liquid. But at scale. Small positions, yes. But try to go move a billion dollars of Anthropic.”

“I mean, the business is fantastic, and it's at scale, massive scale, billions of dollars of revenue, and hundreds of millions of dollars of EBITDA, like a massive company.”

“Normalized scenario, we would have never been able to build this position in Wiz because it would, it was a hockey stick from day one, but the capital availability, even to the best assets in the world, wasn't great for 18 months.”

“So in that land and expand strategy that we run, as it's developed often, that first check is, is kind of that Trojan horse, because you want to, you like it, you've done some mosaic theory work, you think it works, but you don't really know, you go in.”

“Before we left the meeting, they were like, do you think you could buy a hundred and fifty million dollars worth of stock? And I said, sure. And I didn't have the money, because we were in the process of raising the fund, and I think we had like closed on a hu…”

“Toast, awesome business. It's like, three X net, and started in 2018.”

“Rarely do we hold posts public. Oftentimes we sell before they're public, and as it went public at the price it did, on a converted basis we were underwater.”

“We can start selling at seven, which would have meant I'm about a two X. I think I sold the last share at 70 cents.”

“You know, we were fortunate enough during, you mentioned FTX earlier, to be awarded during the bankruptcy a bunch of stock. We bid on it. We went through the whole process, bid on the stock, bought a big chunk, and now the company, look, the company is, in my …”

“We then went on to become a top 10 global shareholder of Spotify. We went as far as to putting up signs in their break room. We'll buy your shares, buying all these odd lot transactions along the way and built a huge position. And it ended up being like a bill…”

“Because at our stage, unlike yours, which it doesn't, you know, from your seat, in a lot of ways I envy your seat, because if you pay 50 pre or a hundred pre, if it's a good business, you're still gonna make a five X. A 10 pre, 50 pre, does it really matter fo…”

“And there were some dogs in there, some cleantech shit that Kleiner Perkins sold me that was just a flaming bag of turds on your front porch.”

“And still to this day, 15 years later, there's a form that I created at the Cary School of Business at Arizona State. One page form that then we sent to the company to buy stock. And it still floats around. I got it back from a broker not that long ago, and it…”

“And so that vintage of all of our vintages has 70% primary. With, and 40% of that has structure.”

“I think it was like, 20 bucks a share or something, and Sequoia did it at two 60.”

“And in that you take a lot of concentration in Spotify, but on top of the concentration we had, we did another seven hundred million in co-invest.”