David George

So Martine led the A of Cursor, one of my partners who leads our infrastructure fund.

And after one of these emails, he chimed in and it's a big list.

It's like 100 people on the list or something.

He wrote product fucking market fit.

So now we're like, oh, you know, PMF is now PFMF.

So when you see that, you know, that's unique product, that's unique distribution.

And you have a founder or founding team or full set of employees who really wants to optimize it.

That's magic.

Our strategy for scaling is pretty well covered, but effectively, we think scale allows us to bring more power to the entrepreneurs and give them a greater chance to be successful in the market.

That's the fundamental thesis behind the scaling for us.

And with more resources, you can bring more resources to bear for the entrepreneur.

So for us, when I joined, every single Monday and every single Friday, we used to sit in a room together, all of us.

And we'd hear all the pitches and then we'd have long meetings to talk about each of them, all as a group.

So Dixon was leading our crypto fund and we'd have bio fund pitches and we'd all listen to all of them and then we'd all debate.

And then we realized at a point that was not the optimal use of time.

Dixon weighing in on a bio investment and vice versa probably doesn't make sense.

And you could extrapolate that out to a bunch of our investment processes.

Ben and Mark decided to decentralize the firm.

and put more power down into the investing teams that ran each investment fund.

And the reasoning behind that is twofold.