David George

A16Z, we're known as running ourselves a little bit differently as a firm.

Mark and Ben really drive that.

We do things like Ben runs every new employee onboarding and he runs through our culture document.

When you sign an offer letter at our firm, you sign your offer letter, but you also have to sign our culture document, which lays out our cultural principles.

I also created a subset of principles that I wanted to convey for our growth fund.

The scoreboard and we expect to win is a very direct way of saying we better be competitive.

I have one that is we are the Yankees and we're going to act like it.

And what I mean by that

is not we're gonna be arrogant or we think we're the best team or something like that.

What I mean by that is we're lucky enough to be a part of a firm that has an incredible brand.

So we're gonna run our team very, very high performance.

If you're on the Yankees, you better be performing.

This is the big stage.

So our expectations for our team, we're very collaborative.

We care about winning as a team.

But you better be good.

You better be doing your job really well.

You better be working hard.

This is one of the things that maybe is not as obvious to people.

It wasn't as obvious to me, actually, until I joined the firm.