Levels

“Our product org got much too large, and I've learned that having more engineers is better than having more people in product.”

“We keep track of all of these things on how many emails we send, what the, Conversion rate is on those requests. And like, we have several people on the list that I've sent them 17 requests and they've converted on zero of them.”

“When we did some analysis on who our most ROI positive investors were, one of the biggest categories was early employees at post IPO companies. And these are people who have some amount of capital that they want to deploy, but maybe, you know, five, 10,000 dol…”

“If there's one thing I would have done differently is I would have used a rollup vehicle of some kind to just make the collection easier. Those weren't as common when we did our seed round. It was the round that had the larger number of people in it. Having a …”

“The people who were most engaged was Mike Vernal at Sequoia and Jeff Jordan and Andreessen. They read every document. Jeff actually even fixed some typos like deep in like a 50 page document.”

“I think our team has extracted value from, I think more than a 110 of the operating partners. From the Andreessen team.”

“I think we've had something like more than 3000 specific investor asks that I've sent people. And I think our conversion rate is maybe 50% from that group, but pretty high.”

“In our investor update, we have an asks section. Of things that people on our team need or things that the company needs. And we very regularly get conversions from those from our, just sort of the broad outreach to our investors.”

“Before we had our first institutional capital, I think we had about a hundred angels and operators that were investors that we were able to tap pretty consistently for the first couple of years.”

“A lot of the people that we raise money from are people that I've known for three, four, five plus years.”

“Yeah, we've done something in the range of about 15 different, 15 cohorts with the wearable challenge, which we've been doing with Justin Mares, where you commit some amount of cash upfront, and then every time you miss your goal, you lose some amount of money…”

“The people who stay the longest They value the accountability of the tool more than they value the discrete learnings of each step.”

“I mean, churn is still very high. It's like 25%. We have 25% retention, which is not what it needs to be for this to work in the long term.”

“If you've built up enough social capital internally, think of it like you've built up the trust bank with enough of enough credibility that people know that you're not lying to them, then it's totally fine. And it's never been an issue.”

“And the two exceptions that we made were compensation and individual performance. So we kept those two secret. So one-on-ones were secret. If somebody was failing, it was secret. And when somebody would depart, they would write their own definition of why they…”

“I think in many ways there's also a U-shape to this, where in the very early days, sometimes you just hire the best person that you can get. Because you don't have a lot of choices. And then over time, as you see some amount of traction, you can attract really…”

“They actually very often don't. The people who work directly with them, maybe like the two or three people who are closest to them know, but everyone else at the company, if they end up leaving, it's a complete mystery why they left.”

“We share basically everything, including all of our one-on-ones and team meetings are all shared within the company. So you can see all of the one-on-ones between every other person at the company performance is shared within the pump within the company. So yo…”

“We post all of our investor updates publicly online. All of our team, all hands are publicly posted online.”

“We've done away with titles beyond just, yeah, beyond just functional definitions.”