The Ledger, every show

“They have felt like that if there was any crack in their armor, any reality in what they had to say, That they lose support, investor support, team support, whatever. Right. And so they oftentimes not only found themselves drifting into a lot of not so great m…”

“When we do this for, you know, large consulting firms or ad agencies, PR firms, whatever, you know, they are so focused on trying to show value in the kind of like the one to two quarter range that they only capture about five percent. Of the total value. They…”

“A lot of people become founders and they really, they've never really led anything. They have been managers. They may have even been people managers, but they've never actually been entrepreneurial or intrapreneurial inside of a large company.”

“Founders tend to be of above average intelligence. So rationalizing stuff is not hard for the average founder”

“A maxim of psychotherapy is that if you start, you move down rapidly into the valley of the shadow, so to speak, and if you stop at that moment, stop the therapy, you're actually worse off Than if you'd never begun. And I think that there's a lot of truth to t…”

“My experience with very large Fortune 1000 CEOs and CFOs and people like that are that they are chess players. For the most part, I mean, there's always going to be some variance and all this, right? But in general, an entrepreneur is not a chess player. Right…”

“I think that the, like the way that SAS has been is for the most part gone. It's not to say that there won't be a few that still pull it off for some period of time, but”

“We have tended to lionize what it means to be an entrepreneur, what it means to be a founder with very, very little discussion of the reality of it. And the fact that what we're lionizing represents way less than one percent. Of the situation, right? The so-ca…”

“One of the greatest things that people struggle with as founders is the need to manage what oftentimes is a huge gap between confidence and reality.”

“It's a staple of data science, ok, that 65 to 70% of any given situation that you're trying to model is externalities, or let's call it the wave that you don't control, but you are seeking to surf.”

“Getting your ICP really straight is super crucial, and the market timing is even more crucial.”

“It's the cost of equity investment, the cost of the acquisition of new net, new revenue, all of the, all of that has soared and what that, and it's also a lot harder to get today than it was two years ago.”

“If you don't understand the causal linkage between the money that's, that you're spending and the value that you're getting back and how long it takes for you to get it back you can find yourself cutting today. Achieving goals today that cost you dearly in yea…”

“We raised about four and a half million and we have combined that with bootstrapping and a lot of our raises. So we have never done classic, You know, A round, B round, C round, because we'd have no VC money at all in the company by design. So we used family o…”

“Every time you play hardball, you are You're virtually guaranteeing that the person that you have played hardball with will have an opportunity to return the favor.”

“Anyone can manage for the short term, and anyone can manage for the long term, and anyone can manage for the medium term. Those are easy. What's hard is doing all three at the same time.”

“When I see an entrepreneur want to begin to use our analytics platform to model risk factors and cause and effect and all this kind of stuff, right? It's typically because if they make the wrong choice on something, it can really hammer their cash flow in some…”