David Weisburd

Thank you for your continued support.

You have 25 years of venture experience from August Capital to now Lobby Capital.

You've invested everywhere from seed to pre-IPO.

Do you find that the greatest founders are quote unquote good people, aggressive people?

Is there a certain archetype that really comes through as

correlated with the extreme power law outcomes?

Is pushing somebody to work 100 hours a week, is that ethical?

Is telling somebody you're going to go and deliver something that you're not sure that you could deliver, is that ethical?

Private equity, you invest, you have this plan to get to the 2 to 4X return.

You have this kind of very rigorous plan.

And venture capital all relies on these outliers, these highly uncertain businesses.

How do you, as a venture capitalist, build a career strategy around this uncertainty?

Does this string of disappointments in nine out of 10 companies not working out the way that you envisioned, does that get easier as you progress in your career?

Meaning it's kind of becomes part of the expected ride that you have on a year to year basis?

One of the hardest things of investing is seeing what's shifting before everyone else does.

For decades, only the largest hedge funds could afford extensive channel research programs to spot inflection points before earnings and to stay ahead of consensus.

Meanwhile, smaller funds have been forced to cobble together ad hoc channel intelligence or rely on stale reports from sell-side shops.

But channel checks are no longer a luxury.

They're becoming table stakes for the industry.

The challenges has always been scale, speed, and consistency.