team

“If I ever went back to investing again, I would most definitely bet first on the team. I would absolutely focus all of my energy on who am I investing in, and do I believe that they can figure this out?”

“I think very few founders want the radical transparency of why somebody passed, and at the end of the day, a lot of the early passes are around teams.”

“So if you don't feel confident that you can evolve through your team, then definitely consider selling.”

“I do very deeply believe that that speed is everything. Like, what is the shape of slope in terms of what you're doing always is like how you should judge teams. And their output.”

“And I think part of as you decide that you want to try to help a company grow and be in a leadership position, part of what you're signing up to is absorbing the pressure. That is part of your function. If you just take the pressure and pass down the anxiety, …”

“In my view, market comes first. And I think if you have the right model and the right product in that market, I think that's more important than ultimately the team.”

“What's very important is for teams to set their own goals because that's how they're going to be engaged and that's how they will stretch themselves. But if you feel these goals are not stretching enough, then you should challenge them.”

“If you have that mentality with the team, it's very demotivating, right? It's like, what are we trying to go to? Like, when are we going to get somewhere? And so it's really important to celebrate small wins.”

“One of the ways you get speed and quality is by time capping things and then deciding as a team, again, what has to be polished, what doesn't have to be.”

“I told the team last year execution was maybe four out of 10.”

“So the team had 80% of the company still. They took very little dilution.”