Eric abramson

This is it.

And like the capacity to take on more things.

Yeah, but the capacity to take on more things would take away from our, you know, getting in the room with that founder who is going to build that next iconic company and supporting the ones that we have.

And so we just...

We're forced in a way by the constraint of how many people, you know, the SEAL team of six people never being more than that to be ruthlessly focused.

And that's what we're here for.

Except when it works, it matters.

Some of our retired partners are our largest LPs.

Indeed.

There is one big trade-off with our model, though, that I think about all the time just because I'm a paranoid person, which is

At the end of the day, like, our job starts, like, the thing that we have to be paranoid about every day is how do we make sure we have that first meeting with the founder that's going to build that next iconic company, right?

And so much of what we do is about maximizing that probability that we do get to meet that founder and then end up partnering with them.

And a lot of firms, I mean, all the other firms outside of us have built machines around that.

You know, you have...

legions of people at these firms.

I grew up doing this.

I was, you know, an analyst at Bessemer, cold calling startups.

Yeah.

And so you have all these firms who have built these big teams to do that.

They nurture relationships with seed funds, invest in the seed funds, relationships with angel investors, incubators.