Eric Vishria

I'm probably, at this point, I'm probably 80 or 85% on working on the portfolio. I mean, it's a lot. And part of that's because, whatever, I'm on 12 or 13 boards. I can't remember. But a huge part of it is that is our model. Like, that is the benchmark model. And since the benchmark model is a concentrated portfolio of, like, very high conviction commitments.

I'm probably, at this point, I'm probably 80 or 85% on working on the portfolio. I mean, it's a lot. And part of that's because, whatever, I'm on 12 or 13 boards. I can't remember. But a huge part of it is that is our model. Like, that is the benchmark model. And since the benchmark model is a concentrated portfolio of, like, very high conviction commitments.

I'm probably, at this point, I'm probably 80 or 85% on working on the portfolio. I mean, it's a lot. And part of that's because, whatever, I'm on 12 or 13 boards. I can't remember. But a huge part of it is that is our model. Like, that is the benchmark model. And since the benchmark model is a concentrated portfolio of, like, very high conviction commitments.

Like, we're making commitments to entrepreneurs. It's, like, it's very high concentration and very high conviction commitments. That is the nature of our model. And I think that is... Are you on too many boards?

Like, we're making commitments to entrepreneurs. It's, like, it's very high concentration and very high conviction commitments. That is the nature of our model. And I think that is... Are you on too many boards?

Like, we're making commitments to entrepreneurs. It's, like, it's very high concentration and very high conviction commitments. That is the nature of our model. And I think that is... Are you on too many boards?

It is a lot. But I think they're all at different stages. So it isn't as nuts as it kind of seems on the surface because like four or five of them are really young companies, right? That are in their very early days. And like you said, I spend 80, 85% of my time on them.

It is a lot. But I think they're all at different stages. So it isn't as nuts as it kind of seems on the surface because like four or five of them are really young companies, right? That are in their very early days. And like you said, I spend 80, 85% of my time on them.

It is a lot. But I think they're all at different stages. So it isn't as nuts as it kind of seems on the surface because like four or five of them are really young companies, right? That are in their very early days. And like you said, I spend 80, 85% of my time on them.

So it's not like I'm, you know, if I spent 60% of my time looking for new companies, then of course you wouldn't be able to spend that much time on your portfolio.

So it's not like I'm, you know, if I spent 60% of my time looking for new companies, then of course you wouldn't be able to spend that much time on your portfolio.

So it's not like I'm, you know, if I spent 60% of my time looking for new companies, then of course you wouldn't be able to spend that much time on your portfolio.

Our vote system, which is somewhat irrelevant, but it's a way to kind of quantify people's feedback. So a company comes in, we all talk about it. At this point in time, most of the time, there's only five of us, right? So at this point in time, we would have chatted about the company and at least two or three partners would have met typically.

Our vote system, which is somewhat irrelevant, but it's a way to kind of quantify people's feedback. So a company comes in, we all talk about it. At this point in time, most of the time, there's only five of us, right? So at this point in time, we would have chatted about the company and at least two or three partners would have met typically.

Our vote system, which is somewhat irrelevant, but it's a way to kind of quantify people's feedback. So a company comes in, we all talk about it. At this point in time, most of the time, there's only five of us, right? So at this point in time, we would have chatted about the company and at least two or three partners would have met typically.

And so there's a decent amount of institutional knowledge about the company. And then at the end, you kind of quantify your feedback. And so it's a way for partners to quantify their feedback to others. And so our voting system is you vote one to 10, you can't vote five. Six and above is yes. Four and below is no. And it's kind of strength of conviction, right? If you get a bunch of 10s, amazing.

And so there's a decent amount of institutional knowledge about the company. And then at the end, you kind of quantify your feedback. And so it's a way for partners to quantify their feedback to others. And so our voting system is you vote one to 10, you can't vote five. Six and above is yes. Four and below is no. And it's kind of strength of conviction, right? If you get a bunch of 10s, amazing.

And so there's a decent amount of institutional knowledge about the company. And then at the end, you kind of quantify your feedback. And so it's a way for partners to quantify their feedback to others. And so our voting system is you vote one to 10, you can't vote five. Six and above is yes. Four and below is no. And it's kind of strength of conviction, right? If you get a bunch of 10s, amazing.

I've never seen that happen. If you get a four, like partner's telling you they didn't really like it, but it's not, whatever. If you get a two, your partner's telling you they're really discouraging you from doing it.

I've never seen that happen. If you get a four, like partner's telling you they didn't really like it, but it's not, whatever. If you get a two, your partner's telling you they're really discouraging you from doing it.