Ben Horowitz

Like, I know when he was 20 years old, like, he was...

It's a miracle if he didn't have a network effect business like that when it worked at all.

He just wasn't very good.

But he developed that entirely over the year.

And because he had that kind of business that had a vertical takeoff, he could develop into that.

And look, so if he didn't have that, he might have been better off finishing Harvard or whatever.

That was just one of those things where he happened to solve a problem at that age that was important enough that it created a company.

I think my friend Sean got in trouble with the law with that culture, but yeah.

No, he got in trouble at Facebook also.

At Facebook as well, okay.

Yeah, so I think there's a few things.

First of all, building a company is hard.

And no matter what era or whatever, like, the press always makes it seem easy because they hate entrepreneurs, but it's not easy.

It's always extremely hard, so some are going to fail.

Like, I just say that up front.

But in terms of, like, the team and the dynamic and so forth...

Yeah, it's a combination of leadership and culture.

And culture is a very kind of amorphous thing, but it ends up being very important.

So basically, the way to think about it is it's not like people think of culture as like, you know, corporate values or some bullshit.

But it's not that.