The Ledger

Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.

clear all ✕

why aren't all 3 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable

Disclosure
Kan: Exec prematurely hired growth leaders before understanding its own strategy
“So we did this a lot early at exec. We tried to hire someone who knew more about growth and customer acquisition, which ultimately we needed, but we should have spent more time, in my opinion, learning what we needed, figuring out how to make it work, then fin…”
Daniel Kan Aug 16, 2019 ▶ 18:54 20VC: Cruise's Daniel Kan on Lessons From Scaling The Team From 40 To 1,500 People, How Daniel Thinks About Continuous Learning & Self-Development and Why CEOs Hiring Themselves Out Of Roles Is Wrong
Disclosure
Kan: Graduated in 2009 with only two job offers out of 30
“I applied to like 30 banking jobs, but it was in 2009, and so I didn't get any jobs. I got, I think, two jobs. One was at a startup in San Francisco, and the other was to teach English in Korea.”
Daniel Kan Aug 16, 2019 ▶ 4:04 20VC: Cruise's Daniel Kan on Lessons From Scaling The Team From 40 To 1,500 People, How Daniel Thinks About Continuous Learning & Self-Development and Why CEOs Hiring Themselves Out Of Roles Is Wrong
Disclosure
Kan: The initial idea for Cruise came entirely from co-founder Kyle Vogt
“When it comes to Cruise, this was all my co-founder Kyle's idea. He's a CTO now, and I was wrapping up my last startup, and it seemed like a great idea, or at the very least, a really interesting story, and it turns out it was.”
Daniel Kan Aug 16, 2019 ▶ 4:50 20VC: Cruise's Daniel Kan on Lessons From Scaling The Team From 40 To 1,500 People, How Daniel Thinks About Continuous Learning & Self-Development and Why CEOs Hiring Themselves Out Of Roles Is Wrong
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