Einar Vollset

Right. I mean, that's always the case. I mean, venture, I'm going to side rant here about venture and branding and stuff. But venture, I think a lot of the time, it's sort of a self-fulfilling prophecy. If you get lucky very early on in the early fund and you get the brand built, then you sort of like capital comes to you and, you know, deal flow comes to you.

Right. I mean, that's always the case. I mean, venture, I'm going to side rant here about venture and branding and stuff. But venture, I think a lot of the time, it's sort of a self-fulfilling prophecy. If you get lucky very early on in the early fund and you get the brand built, then you sort of like capital comes to you and, you know, deal flow comes to you.

And it's sort of a self-fulfilling prophecy that you do pretty well. So my one piece of advice, if you want to be a classic VC and you want to start a new venture fund, is to be extremely lucky with your investments in your first fund. That's the way to do it. That's all you got to do. Just be lucky. Just be lucky. That's good.

And it's sort of a self-fulfilling prophecy that you do pretty well. So my one piece of advice, if you want to be a classic VC and you want to start a new venture fund, is to be extremely lucky with your investments in your first fund. That's the way to do it. That's all you got to do. Just be lucky. Just be lucky. That's good.

No, no, no, no, no. I'm not listing hard luck or skill. I'm just saying, like, given a choice, you would rather be lucky. You'd rather be lucky, yeah.

No, no, no, no, no. I'm not listing hard luck or skill. I'm just saying, like, given a choice, you would rather be lucky. You'd rather be lucky, yeah.

No, I mean, I think that's it. I mean, like, it's a little unusual. Like, we're just sort of like, we're this is again, like we're saying, like, you know, it's every it takes 10 years to know if you're good in this game. And we're like, we're in year five.

No, I mean, I think that's it. I mean, like, it's a little unusual. Like, we're just sort of like, we're this is again, like we're saying, like, you know, it's every it takes 10 years to know if you're good in this game. And we're like, we're in year five.

Things are good. Like we're not a little bit unusual to like, we're not vastly increasing the size of our fund, which is, you know, quite common, like in the VC world, it's very often like, You start with a small fund and you quadruple it and then that works out and you quadruple it again. And like, we're not doing that. We're just sort of like, look, this is what we feel good about.

Things are good. Like we're not a little bit unusual to like, we're not vastly increasing the size of our fund, which is, you know, quite common, like in the VC world, it's very often like, You start with a small fund and you quadruple it and then that works out and you quadruple it again. And like, we're not doing that. We're just sort of like, look, this is what we feel good about.

This is the size of this opportunity. And like, we're keeping the funds sort of the same and just keep executing the way it has been because it seems to be working. We think it will be continued to do.

This is the size of this opportunity. And like, we're keeping the funds sort of the same and just keep executing the way it has been because it seems to be working. We think it will be continued to do.

Like, we could put more money into individual companies. Like, do we do all this stuff? But fundamentally, the core strategy of TinySeat sort of remains the same. Like, this is the size of the opportunity. This is what we think believes. And there are numerous venture funds that have done well at, say, being a $25 million fund.

Like, we could put more money into individual companies. Like, do we do all this stuff? But fundamentally, the core strategy of TinySeat sort of remains the same. Like, this is the size of the opportunity. This is what we think believes. And there are numerous venture funds that have done well at, say, being a $25 million fund.

And because they've done so well, like lots of people are interested and then they decide, let's raise $250 million. But if you're $250 million, all of a sudden you're doing different kinds of investments, maybe even in different kinds of companies, different stages. Who says you're good at that?

And because they've done so well, like lots of people are interested and then they decide, let's raise $250 million. But if you're $250 million, all of a sudden you're doing different kinds of investments, maybe even in different kinds of companies, different stages. Who says you're good at that?

Like, you know, just because you're good at writing $250,000 checks does not mean you're good at writing $5 million checks into later stage companies. And your competition might be different and your deal flow might be different and your pricing power might not be there at that stage and all this stuff. Yeah.

Like, you know, just because you're good at writing $250,000 checks does not mean you're good at writing $5 million checks into later stage companies. And your competition might be different and your deal flow might be different and your pricing power might not be there at that stage and all this stuff. Yeah.

It allows us to keep the sort of batches small, right? It's nice to have some of that intimacy. Like we're not 150, 200 people in batches. Like we're talking 20 people, 25 people, which is nice.

It allows us to keep the sort of batches small, right? It's nice to have some of that intimacy. Like we're not 150, 200 people in batches. Like we're talking 20 people, 25 people, which is nice.