Keith Raboi
Managing Director, Khosla Ventures. On 1 show, 1 appearance. The Shows tab opens the full record on each.
investorexecutivefounderoperator@rabois ↗LinkedIn ↗khoslaventures.com/team/keith-rabois ↗Wikipedia ↗
Keith Rabois is a Managing Director at Khosla Ventures and the CEO and Co-Founder of OpenStore. He previously held senior executive roles at PayPal, LinkedIn, and Square, and co-founded Opendoor.
1shows
1appearances
15statements
0resolved
0supported
0contradicted
Everything Keith Raboi said on any show that made the record, most notable first. Each card names its show and opens the statement there.
Rabois: Successful founders share only one trait: a top 1% spike
“The only thing in common among successful founders that I've worked with, funded interacted with is they have one comparative advantage with the rest of the world where they're in the top one percent or top 10 basis points or sometimes even top one basis point…”
Rabois: Seed investments are horrific without one of three founder archetypes
“If you don't have one of those three things, a seed investment is a horrific idea.”
Rabois: If a founder's mother lacks early examples, they aren't top 1%
“If you're the most tenacious person in the world, if you talk to that person's mother, they can probably give you examples from the time that that person was five years old. And if they can't, it's probably not top 10 basis points. Or if you're the smartest pe…”
Rabois: Meta, Google, and Apple cannot accurately assess undiscovered talent
“So you've got to go find people who haven't yet proven what they can do that these large organizations think meta, Think Google, think Apple, think Amazon, think Microsoft, or even these days open AI. They don't know how to assess these people.”
Rabois: Keep pushing employees' scope until they reach their natural limits
“Take everybody on your team, I'll keep pushing along. The envelope of what they can do until you see where they're struggling. And then everybody will have a natural limit, but keep pushing until you find it. And then you're going to get people to achieve thin…”
Keith Rabois: Headcount doesn't scale output without adding more 'barrels'
“And the reason why parallels matter is you can only accomplish the number of things you have simultaneously in parallel that are defined by the number of barrels you have. So having more headcount does not allow you to accomplish more.”
Rabois: Outlier talent traits manifest early in life without professional experience
“Most of these traits show up early in life. Like you don't have to have a professional experience. You can illustrate through high school experiences, college experiences. Like if you're, you know, better than everybody else in a particular trait, it will show…”
Rabois: Domain expertise blinds founders to breaking conventional rules
“Domain expertise comes usually with what doesn't work, not what could be possible. You know, the node has a good expression of domains are expert in the fire world and what you're trying to do is create a new world. And most people with expertise typically hav…”
Rabois: Jack Dorsey uniquely combines design, technology, and strategy skills
“Jack Dorsey has an unusual combination of pretty good design ability, serious technology ability, and pretty good strategy. Those three things are almost never found in common.”
Rabois: Founders master the idea maze through domain experience or history
“Usually there's two formulas, sort of. One is they've had experience in that industry domain that's very, you know, special. So, they understand what's broken and why, and they also understand how to fix it because they actually suffered through it, and they'r…”
Rabois: Only ask domain experts why an idea cannot work
“My usual question is, explain to me why this can't work. That's the only question I ever ask experts with domain expertise, and if they can't identify anything, then I'm perfectly fine, like investing in a company that's going to try to reinvent, you know, som…”
Rabois: Companies should target at least an 80% hiring success rate
“I think a ratio of barrels of 10% of an organization would be phenomenally high. Five percent would be pretty damn good. Now that said, I think you want, like, an 80%, at least, success rate of hiring, where the question would be, if you can make the hire all …”
Rabois: Asking if you would re-hire yields a 0.67 correlation coefficient
“There's actually research behind this, that if you just ask that one question, would you make this hire again? You're going to get like a predictive value of, you know.67 correlation coefficient, which is good enough.”
Rabois: Unlike VC investing, employee hiring requires actively managing downside risk
“So when you're hiring employees, the tune of the model has to be different than when you're investing in founder. Like on the founder side, I only care about the upside. I don't actually worry about the downside of being wrong. When I'm hiring for a company, a…”
One line per show, most statements first. The link opens Keith's full record on that show: the calibration, argument clarity, speaking style and every statement made there.
| Show | Role there | Eps | Statements | Record | |
|---|---|---|---|---|---|
 FOUNDER'S JOURNALLEDGER | Managing Director, Khosla Ventures | 1 | 15 | — | full record on Founder's Journal → |