Eric Vishria

So I spend a lot of time on that. I spend a lot of time trying to believe, do I think that insight is cogent or not cogent? Does it hold together effectively? And I spend a lot less time on the sector specifics because I just feel like if I'm an F on a sector, with best effort, I can get to a D plus. That's not good enough. And so I'd just rather not.

So I spend a lot of time on that. I spend a lot of time trying to believe, do I think that insight is cogent or not cogent? Does it hold together effectively? And I spend a lot less time on the sector specifics because I just feel like if I'm an F on a sector, with best effort, I can get to a D plus. That's not good enough. And so I'd just rather not.

So I spend a lot of time on that. I spend a lot of time trying to believe, do I think that insight is cogent or not cogent? Does it hold together effectively? And I spend a lot less time on the sector specifics because I just feel like if I'm an F on a sector, with best effort, I can get to a D plus. That's not good enough. And so I'd just rather not.

And I actually think this is maybe contrarian and total aside. I think this is why the memo writing culture at a lot of firms gets you in trouble because you put a lot of information into It encourages putting a lot of information that is like third and fourth order stuff into document as if that is impacting your investment decision.

And I actually think this is maybe contrarian and total aside. I think this is why the memo writing culture at a lot of firms gets you in trouble because you put a lot of information into It encourages putting a lot of information that is like third and fourth order stuff into document as if that is impacting your investment decision.

And I actually think this is maybe contrarian and total aside. I think this is why the memo writing culture at a lot of firms gets you in trouble because you put a lot of information into It encourages putting a lot of information that is like third and fourth order stuff into document as if that is impacting your investment decision.

Where like most of these investments, there's really like one or two questions that really matter. All energy should go to those and everything else is kind of like unknowable, non-deterministic, or irrelevant. So what Peter did in the case of Cerebrus was, and I remember it really distinctly, I met the company first on a Wednesday. And I was like, why am I meeting a semiconductor company?

Where like most of these investments, there's really like one or two questions that really matter. All energy should go to those and everything else is kind of like unknowable, non-deterministic, or irrelevant. So what Peter did in the case of Cerebrus was, and I remember it really distinctly, I met the company first on a Wednesday. And I was like, why am I meeting a semiconductor company?

Where like most of these investments, there's really like one or two questions that really matter. All energy should go to those and everything else is kind of like unknowable, non-deterministic, or irrelevant. So what Peter did in the case of Cerebrus was, and I remember it really distinctly, I met the company first on a Wednesday. And I was like, why am I meeting a semiconductor company?

This is so stupid. I shouldn't be doing this. We don't make semiconductor investments. This is maybe February, March 2016. And I came out of the meeting and was like, wow. And so the team was amazing. And then the insight was really keen and really sharp. And it's now totally accepted. But at the time, it was so sharp and so contrarian. Contrarian is not the right word, actually.

This is so stupid. I shouldn't be doing this. We don't make semiconductor investments. This is maybe February, March 2016. And I came out of the meeting and was like, wow. And so the team was amazing. And then the insight was really keen and really sharp. And it's now totally accepted. But at the time, it was so sharp and so contrarian. Contrarian is not the right word, actually.

This is so stupid. I shouldn't be doing this. We don't make semiconductor investments. This is maybe February, March 2016. And I came out of the meeting and was like, wow. And so the team was amazing. And then the insight was really keen and really sharp. And it's now totally accepted. But at the time, it was so sharp and so contrarian. Contrarian is not the right word, actually.

What it was is unique and novel. That's what it was. It was unique and novel. And so I came out and I was like, this is interesting. We met again. So I called in a bunch of partners to meet on Thursday. And so a whole bunch of us, including some of the founders, including Bruce, he mentioned earlier, like he came in because it's like, you know, like, what do I know about semiconductors?

What it was is unique and novel. That's what it was. It was unique and novel. And so I came out and I was like, this is interesting. We met again. So I called in a bunch of partners to meet on Thursday. And so a whole bunch of us, including some of the founders, including Bruce, he mentioned earlier, like he came in because it's like, you know, like, what do I know about semiconductors?

What it was is unique and novel. That's what it was. It was unique and novel. And so I came out and I was like, this is interesting. We met again. So I called in a bunch of partners to meet on Thursday. And so a whole bunch of us, including some of the founders, including Bruce, he mentioned earlier, like he came in because it's like, you know, like, what do I know about semiconductors?

Almost nothing. Well, really, probably nothing. Colin Bruce, who had actually done semiconductor investments and discussion. So that was on Thursday. I spent time one-on-one with Andrew on Friday. Bill and I had lunch with Andrew on Sunday. I'm talking to Peter about it on Sunday night. He's just totally discouraging me from doing the investment.

Almost nothing. Well, really, probably nothing. Colin Bruce, who had actually done semiconductor investments and discussion. So that was on Thursday. I spent time one-on-one with Andrew on Friday. Bill and I had lunch with Andrew on Sunday. I'm talking to Peter about it on Sunday night. He's just totally discouraging me from doing the investment.

Almost nothing. Well, really, probably nothing. Colin Bruce, who had actually done semiconductor investments and discussion. So that was on Thursday. I spent time one-on-one with Andrew on Friday. Bill and I had lunch with Andrew on Sunday. I'm talking to Peter about it on Sunday night. He's just totally discouraging me from doing the investment.

He's like, this goes against everything I've learned in the industry. Totally discouraging. He hasn't met the company yet, just based on my articulation of it. Monday. So I bring the company in. Peter was like, I was like, just have an open mind on it. Just have an open mind. And so comes in on Monday, Andrew pitches and he had a term sheet already. And so we were running obviously.

He's like, this goes against everything I've learned in the industry. Totally discouraging. He hasn't met the company yet, just based on my articulation of it. Monday. So I bring the company in. Peter was like, I was like, just have an open mind on it. Just have an open mind. And so comes in on Monday, Andrew pitches and he had a term sheet already. And so we were running obviously.