Eric Vishria

Foundational models are the fastest depreciating asset in human history. I don't believe NVIDIA is going to be the only game in town on infrastructure. We have a major, major shift in AI, which could be bigger than any of these other shifts maybe combined. It's simultaneously the most exciting and most disorienting time in my 25 years in technology.

Foundational models are the fastest depreciating asset in human history. I don't believe NVIDIA is going to be the only game in town on infrastructure. We have a major, major shift in AI, which could be bigger than any of these other shifts maybe combined. It's simultaneously the most exciting and most disorienting time in my 25 years in technology.

Foundational models are the fastest depreciating asset in human history. I don't believe NVIDIA is going to be the only game in town on infrastructure. We have a major, major shift in AI, which could be bigger than any of these other shifts maybe combined. It's simultaneously the most exciting and most disorienting time in my 25 years in technology.

There's a lot of uncertainty, but we've been more active than we've been since 2010 and 2011.

There's a lot of uncertainty, but we've been more active than we've been since 2010 and 2011.

There's a lot of uncertainty, but we've been more active than we've been since 2010 and 2011.

When I reflect on Rockmelt, which is a startup I founded and was CEO of, my reflection is that we fell short, like far short of my hopes and dreams for the company, like my expectations for the company and my hopes and what I thought we could accomplish. We fell really, really far short of it. You know, and I think there's a few ways to think about it.

When I reflect on Rockmelt, which is a startup I founded and was CEO of, my reflection is that we fell short, like far short of my hopes and dreams for the company, like my expectations for the company and my hopes and what I thought we could accomplish. We fell really, really far short of it. You know, and I think there's a few ways to think about it.

When I reflect on Rockmelt, which is a startup I founded and was CEO of, my reflection is that we fell short, like far short of my hopes and dreams for the company, like my expectations for the company and my hopes and what I thought we could accomplish. We fell really, really far short of it. You know, and I think there's a few ways to think about it.

One of the reflections, and it's been really useful now as a venture capitalist, is good teams with an interesting idea, it's not necessarily enough. The real lesson from it for me is like, Hey, you can put it together a great team. And I think we did. You can have an interesting or provocative idea. We were rethinking the browser and this is circa 2010. So I think we had some of the right ideas.

One of the reflections, and it's been really useful now as a venture capitalist, is good teams with an interesting idea, it's not necessarily enough. The real lesson from it for me is like, Hey, you can put it together a great team. And I think we did. You can have an interesting or provocative idea. We were rethinking the browser and this is circa 2010. So I think we had some of the right ideas.

One of the reflections, and it's been really useful now as a venture capitalist, is good teams with an interesting idea, it's not necessarily enough. The real lesson from it for me is like, Hey, you can put it together a great team. And I think we did. You can have an interesting or provocative idea. We were rethinking the browser and this is circa 2010. So I think we had some of the right ideas.

We had some of the right execution even and a great team, but distribution for a browser, brutal. But the big takeaway, the big lesson from that actually, I think is just that, you are really hard. And I think it makes you really empathetic. It makes me really empathetic as a venture capitalist now. When I meet entrepreneurs and you kind of understand like, well, you know what?

We had some of the right execution even and a great team, but distribution for a browser, brutal. But the big takeaway, the big lesson from that actually, I think is just that, you are really hard. And I think it makes you really empathetic. It makes me really empathetic as a venture capitalist now. When I meet entrepreneurs and you kind of understand like, well, you know what?

We had some of the right execution even and a great team, but distribution for a browser, brutal. But the big takeaway, the big lesson from that actually, I think is just that, you are really hard. And I think it makes you really empathetic. It makes me really empathetic as a venture capitalist now. When I meet entrepreneurs and you kind of understand like, well, you know what?

This stuff is really hard and there's a whole bunch of stuff you can do and there's a whole bunch of stuff you can't.

This stuff is really hard and there's a whole bunch of stuff you can do and there's a whole bunch of stuff you can't.

This stuff is really hard and there's a whole bunch of stuff you can do and there's a whole bunch of stuff you can't.

Yeah. I think the question is whether it's deterministic or not. Like it, It's just like, is all of that knowable? Like we're all taking calculated, whether you're an entrepreneur or you're an investor, you're taking a calculated risk, right? Of certain probabilities. And so I just, I don't think it's deterministic.

Yeah. I think the question is whether it's deterministic or not. Like it, It's just like, is all of that knowable? Like we're all taking calculated, whether you're an entrepreneur or you're an investor, you're taking a calculated risk, right? Of certain probabilities. And so I just, I don't think it's deterministic.