Dave Asprey

It is not a venture capital company. Like you will never fund this company. I'm in five product categories. There is no acquirer for Bulletproof, but you should give me a million bucks or even 50 grand. I just need $3 million of coffee inventory because I'm selling so fast, I can't get enough coffee.

It is not a venture capital company. Like you will never fund this company. I'm in five product categories. There is no acquirer for Bulletproof, but you should give me a million bucks or even 50 grand. I just need $3 million of coffee inventory because I'm selling so fast, I can't get enough coffee.

It is not a venture capital company. Like you will never fund this company. I'm in five product categories. There is no acquirer for Bulletproof, but you should give me a million bucks or even 50 grand. I just need $3 million of coffee inventory because I'm selling so fast, I can't get enough coffee.

And they came back and said, oh, this is a VC company and it's worth, you know, here's $8 million, it's worth $40 million. So when I got the money, I was like, this is crazy. And I, I remember thinking to myself, I want to be independent so I can say the truth. It's really important because money does corrupt and venture capitalists are well known for what they do. And it did happen to me too.

And they came back and said, oh, this is a VC company and it's worth, you know, here's $8 million, it's worth $40 million. So when I got the money, I was like, this is crazy. And I, I remember thinking to myself, I want to be independent so I can say the truth. It's really important because money does corrupt and venture capitalists are well known for what they do. And it did happen to me too.

And they came back and said, oh, this is a VC company and it's worth, you know, here's $8 million, it's worth $40 million. So when I got the money, I was like, this is crazy. And I, I remember thinking to myself, I want to be independent so I can say the truth. It's really important because money does corrupt and venture capitalists are well known for what they do. And it did happen to me too.

So I kind of had a spiritual discussion with myself. I said, if I take this money, I will lose control at some point, but it's going to give me a license to reach many, many million more people than I could do on my own with organic growth.

So I kind of had a spiritual discussion with myself. I said, if I take this money, I will lose control at some point, but it's going to give me a license to reach many, many million more people than I could do on my own with organic growth.

So I kind of had a spiritual discussion with myself. I said, if I take this money, I will lose control at some point, but it's going to give me a license to reach many, many million more people than I could do on my own with organic growth.

so i said okay this is for the greatest good and i um i took the funding and even by the time i had done my series c i'd set a record since 1986 for maintaining the most founders equity of any entrepreneur from that And that was because I raised when I was in rapid growth and I didn't really need the money. I need it for growth, but I wasn't desperate.

so i said okay this is for the greatest good and i um i took the funding and even by the time i had done my series c i'd set a record since 1986 for maintaining the most founders equity of any entrepreneur from that And that was because I raised when I was in rapid growth and I didn't really need the money. I need it for growth, but I wasn't desperate.

so i said okay this is for the greatest good and i um i took the funding and even by the time i had done my series c i'd set a record since 1986 for maintaining the most founders equity of any entrepreneur from that And that was because I raised when I was in rapid growth and I didn't really need the money. I need it for growth, but I wasn't desperate.

And the sad part of the story and the reason I advise a lot of entrepreneurs now is eventually, you know, years later, I did get removed from my own board of directors and, you know, removed from my own company. And then they sold it for a pittance compared to what it was worth when they let me go, which was traumatic.

And the sad part of the story and the reason I advise a lot of entrepreneurs now is eventually, you know, years later, I did get removed from my own board of directors and, you know, removed from my own company. And then they sold it for a pittance compared to what it was worth when they let me go, which was traumatic.

And the sad part of the story and the reason I advise a lot of entrepreneurs now is eventually, you know, years later, I did get removed from my own board of directors and, you know, removed from my own company. And then they sold it for a pittance compared to what it was worth when they let me go, which was traumatic.

And now, though, I've talked to so many entrepreneurs when they're about to get screwed on their term sheets. I'm like, let me help you.

And now, though, I've talked to so many entrepreneurs when they're about to get screwed on their term sheets. I'm like, let me help you.

And now, though, I've talked to so many entrepreneurs when they're about to get screwed on their term sheets. I'm like, let me help you.

It was valued anywhere between 500 million and a billion, depending on which bankers you listen to and things like that. And we were doing about 140 million in revenue when I was removed.

It was valued anywhere between 500 million and a billion, depending on which bankers you listen to and things like that. And we were doing about 140 million in revenue when I was removed.