Daniel Khachab

330 million.

Yeah. Look, what I tell to our team is that fundraising is a several-step process. And step one is you need to bring a fantastic group of people together. Step two is you need to work on a mission and on a strategy that makes sense and those people have to create it. Step three is you've got to work your butt off.

Yeah. Look, what I tell to our team is that fundraising is a several-step process. And step one is you need to bring a fantastic group of people together. Step two is you need to work on a mission and on a strategy that makes sense and those people have to create it. Step three is you've got to work your butt off.

Yeah. Look, what I tell to our team is that fundraising is a several-step process. And step one is you need to bring a fantastic group of people together. Step two is you need to work on a mission and on a strategy that makes sense and those people have to create it. Step three is you've got to work your butt off.

Step four is you're going to look how well you're doing and you put this on an ugly slide. It's ideally just a couple of graphs. And step five is you just hand those lights out. And that's the fundraising process. So yes, there's many of things within the fundraising process that you can do good and many things that you can do bad.

Step four is you're going to look how well you're doing and you put this on an ugly slide. It's ideally just a couple of graphs. And step five is you just hand those lights out. And that's the fundraising process. So yes, there's many of things within the fundraising process that you can do good and many things that you can do bad.

Step four is you're going to look how well you're doing and you put this on an ugly slide. It's ideally just a couple of graphs. And step five is you just hand those lights out. And that's the fundraising process. So yes, there's many of things within the fundraising process that you can do good and many things that you can do bad.

But fundamentally, if the graph is going up and to the right, you're going to raise money. And if not, it's going to be fucking hard. So the best way to fundraise is just make your company do well. And then I think, you know, for like first-time founders or like when you raise the first couple of rounds, it's like, you know, like don't beg for money.

But fundamentally, if the graph is going up and to the right, you're going to raise money. And if not, it's going to be fucking hard. So the best way to fundraise is just make your company do well. And then I think, you know, for like first-time founders or like when you raise the first couple of rounds, it's like, you know, like don't beg for money.

But fundamentally, if the graph is going up and to the right, you're going to raise money. And if not, it's going to be fucking hard. So the best way to fundraise is just make your company do well. And then I think, you know, for like first-time founders or like when you raise the first couple of rounds, it's like, you know, like don't beg for money.

Like the investor's job is to invest, not to not invest. And also what is the psyche of a VC? The psyche of a VC is like, hey, I have a portfolio and everyone knows 90% of my portfolio are going to be write-offs. They're going to fail. That's normal. That's accepted in the venture world. What is not accepted is if you meet the entrepreneur and you decide not to invest.

Like the investor's job is to invest, not to not invest. And also what is the psyche of a VC? The psyche of a VC is like, hey, I have a portfolio and everyone knows 90% of my portfolio are going to be write-offs. They're going to fail. That's normal. That's accepted in the venture world. What is not accepted is if you meet the entrepreneur and you decide not to invest.

Like the investor's job is to invest, not to not invest. And also what is the psyche of a VC? The psyche of a VC is like, hey, I have a portfolio and everyone knows 90% of my portfolio are going to be write-offs. They're going to fail. That's normal. That's accepted in the venture world. What is not accepted is if you meet the entrepreneur and you decide not to invest.

your negative portfolio if you miss the deal so naturally the investor is to and has to be to a certain extent FOMO driven so you know in the end of the day cash is a commodity the dollar is green your company is singular and yes you're also reliant on the investor but like don't beg like it has to be a conversation eyesight don't be arrogant either but like meet on eyesight you have an asset and other person eventually wants that asset and by the way you cannot choose any investor you probably can only choose one or two maybe three per round

your negative portfolio if you miss the deal so naturally the investor is to and has to be to a certain extent FOMO driven so you know in the end of the day cash is a commodity the dollar is green your company is singular and yes you're also reliant on the investor but like don't beg like it has to be a conversation eyesight don't be arrogant either but like meet on eyesight you have an asset and other person eventually wants that asset and by the way you cannot choose any investor you probably can only choose one or two maybe three per round

your negative portfolio if you miss the deal so naturally the investor is to and has to be to a certain extent FOMO driven so you know in the end of the day cash is a commodity the dollar is green your company is singular and yes you're also reliant on the investor but like don't beg like it has to be a conversation eyesight don't be arrogant either but like meet on eyesight you have an asset and other person eventually wants that asset and by the way you cannot choose any investor you probably can only choose one or two maybe three per round

You know, I love that you said idealistic because it ties us back to a previous point. It's like why Berlin? I think Berlin is a very idealistic city, maybe the most idealistic city in Europe. And I think a founder to a certain extent has to be idealistic and has to put a great vision because in the end of the day, like our vision, for example, is to enable a sustainable food system.

You know, I love that you said idealistic because it ties us back to a previous point. It's like why Berlin? I think Berlin is a very idealistic city, maybe the most idealistic city in Europe. And I think a founder to a certain extent has to be idealistic and has to put a great vision because in the end of the day, like our vision, for example, is to enable a sustainable food system.

You know, I love that you said idealistic because it ties us back to a previous point. It's like why Berlin? I think Berlin is a very idealistic city, maybe the most idealistic city in Europe. And I think a founder to a certain extent has to be idealistic and has to put a great vision because in the end of the day, like our vision, for example, is to enable a sustainable food system.

And that's very important for the globe from many respects. But I'm like, okay, like, you know, we went through COVID. That has been tough. And then it's the high interest rate period. And then this late that AI pivot happened. And every company has to go through such things. Yesterday, I watched an early interview of Steve Jobs, and he said they had 90 days of money left.