David Ulevitch

And it's going to be very, very exciting to see that play out.

And for sure, a lot of our companies and a lot of our allies will have a role to play.

In a recent deep dive, you know, Paki McCormick did this long deep dive on the firm.

I thought it came out pretty well.

He described the firm as a power broker using capital and networks to shape markets and influence.

How do you view that and balance that power with the need to remain authentic to our founders, to institutions?

How do we leverage that power?

You know, obviously we're here in D.C.

How do you think about that responsibility and how do we use it to advance the state of the art?

What do you think about, you know, as people watch us raising so much capital, it happened during a period where, you know, I think broader, the VC industry had slowed down fundraising, but we closed very quickly.

We raised a massive amount of capital.

Do you think that signals anything about where venture is going as an ecosystem, as an industry?

What do you think it looks like in the state of venture capital today?

I think that's right.

People sometimes ask me, like, how do you work at such a massive firm, you know, 600-plus people?

And I say, look, well, we're actually a bunch of really small teams that leverage a bunch of shared platform services, much like our portfolio companies, and that allows us to move with urgency

but have the might of a very, very large organization behind us.

I think one of the other things that I think is interesting that people don't always realize about the firm is there's probably more CEOs as general partners inside the firm than there's got to be than any other firm.

And I think all of us recognize having a hierarchy and a benevolent dictatorship is really appealing.

It works.