Ben Horowitz

And that ended up being an important kind of systems idea.

And then because...

investing is always a conversation and you need a very, very high fidelity conversation to get to the truth.

You never want more people in the room than can have a conversation.

And so you can't have a conversation with 30 people.

It's not possible.

That's a presentation.

Yeah, I think that like if you have really good chemistry and rapport, it can be like seven.

But if you don't, then even that gets problematic.

But yeah, you just can't do it with a large group.

And so what we ended up doing is we just kept kind of splitting the firm into smaller and smaller groups over time.

And each group would address a certain part of the market.

And that, you know, that ended up being very effective.

Well, succeed.

I mean, like that's all it is.

Like I think one thing, you think another thing.

We're going to find out if I'm right.

So the first thing that that happened was we invested like a quarter of that $300 million fund into the Skype buyout.

which everybody thought was insane.

But like we knew, there was a bunch of things we knew that other people didn't know.