Eric Vishria

I was talking to a team that had gone like a four-person team, zero to four million in four months. Amazing. Like just amazing kind of revenue trajectory. But I put like almost no value on that, like going zero to four million. And I think one of their things was like, well, like, why are you giving me credit for that? And I was like, well...

I was talking to a team that had gone like a four-person team, zero to four million in four months. Amazing. Like just amazing kind of revenue trajectory. But I put like almost no value on that, like going zero to four million. And I think one of their things was like, well, like, why are you giving me credit for that? And I was like, well...

I was talking to a team that had gone like a four-person team, zero to four million in four months. Amazing. Like just amazing kind of revenue trajectory. But I put like almost no value on that, like going zero to four million. And I think one of their things was like, well, like, why are you giving me credit for that? And I was like, well...

The thing that I take away from that is that whatever you're selling, and this is true for a lot of these AI companies, customers want to buy. Customers want to buy it. And I think part of it is just like the products to a lot of these customers, the products are magic. They feel like magic to the customers. So the customer and the ROI on those products is just tremendous.

The thing that I take away from that is that whatever you're selling, and this is true for a lot of these AI companies, customers want to buy. Customers want to buy it. And I think part of it is just like the products to a lot of these customers, the products are magic. They feel like magic to the customers. So the customer and the ROI on those products is just tremendous.

The thing that I take away from that is that whatever you're selling, and this is true for a lot of these AI companies, customers want to buy. Customers want to buy it. And I think part of it is just like the products to a lot of these customers, the products are magic. They feel like magic to the customers. So the customer and the ROI on those products is just tremendous.

And they know that they have to experiment with it or they have to try it or they want to try it because they see so much potential value in it and they feel it. So the demand side is very clear and it's just pulling. And I think that's probably the biggest thing that we can take away with these early stage companies and their traction, which is like, okay, there is demand.

And they know that they have to experiment with it or they have to try it or they want to try it because they see so much potential value in it and they feel it. So the demand side is very clear and it's just pulling. And I think that's probably the biggest thing that we can take away with these early stage companies and their traction, which is like, okay, there is demand.

And they know that they have to experiment with it or they have to try it or they want to try it because they see so much potential value in it and they feel it. So the demand side is very clear and it's just pulling. And I think that's probably the biggest thing that we can take away with these early stage companies and their traction, which is like, okay, there is demand.

And then you have to kind of evaluate and figure out like, okay, do we think that whatever the product the company is building, the entrepreneur, I mean, go back to the same things, like has sustainable advantage over time. And that's a really, you know, that's a really difficult judgment right now. But I think it's like one of these things that we have to do. But I totally agree with you.

And then you have to kind of evaluate and figure out like, okay, do we think that whatever the product the company is building, the entrepreneur, I mean, go back to the same things, like has sustainable advantage over time. And that's a really, you know, that's a really difficult judgment right now. But I think it's like one of these things that we have to do. But I totally agree with you.

And then you have to kind of evaluate and figure out like, okay, do we think that whatever the product the company is building, the entrepreneur, I mean, go back to the same things, like has sustainable advantage over time. And that's a really, you know, that's a really difficult judgment right now. But I think it's like one of these things that we have to do. But I totally agree with you.

The quickness of the scale is unlike, it's like three, four, five years of what SaaS company, like your traditional SaaS companies were doing. We're seeing in under a year. And we have a whole portfolio of companies that are like this. It's amazing.

The quickness of the scale is unlike, it's like three, four, five years of what SaaS company, like your traditional SaaS companies were doing. We're seeing in under a year. And we have a whole portfolio of companies that are like this. It's amazing.

The quickness of the scale is unlike, it's like three, four, five years of what SaaS company, like your traditional SaaS companies were doing. We're seeing in under a year. And we have a whole portfolio of companies that are like this. It's amazing.

I don't worry about the $600 billion thing.

I don't worry about the $600 billion thing.

I don't worry about the $600 billion thing.

No, I don't. I go back to my software engineer example. Forget about AGI for a second. The prize is so big even without AGI. The prize is so big. And so, yeah, the revenue will materialize. There's a lot to figure out. I was We had a dinner guest yesterday. We do these dinners as a partnership with the guests on Mondays.

No, I don't. I go back to my software engineer example. Forget about AGI for a second. The prize is so big even without AGI. The prize is so big. And so, yeah, the revenue will materialize. There's a lot to figure out. I was We had a dinner guest yesterday. We do these dinners as a partnership with the guests on Mondays.