Camilo Acosta

So we, we, it's an interesting story.

So we were early in a company and the founder, uh, did behave in a certain way that was mean or not very agreeable.

And I'm trying to be careful how much I say here.

He was not very agreeable.

And when we talked about it and I see, you know, one of my, one of my partners said, Hey, like, do we want to work with this guy?

You know, he seems like an asshole.

He's doing kind of things.

And I said, actually,

I want to work with him even more now because he can be an asshole to me, despite all the things I've done for him.

That makes me realize this guy is going to do whatever it takes to build this company.

And that was a wake up call for me and for our team in terms of what it takes to build a generational business and how we look for those people and back them and the compromises you have to make.

There's at the core, a level of humility you have to have because when someone's being disagreeable or an asshole, there's an element of like, I'm offended.

It's my ego that's saying like, I, I'm hurt.

I don't want to be hurt.

I don't want to continue interacting with someone who is hurting me.

So it takes a stepping out of that and saying that doesn't matter.

What matters here is as a venture manager, I'm here to make money for my LPs.

And is this the right person to make money for my LPs, period?

So it's taking yourself out of the framework that you often are in in terms of being led by ego and about pain and whatever and hurt and saying, what actually matters?

At the end of the day, the best founders in the world have all the leverage.