Eric Vishria

You can have theories and hypotheses and then evaluate and change as time goes on and you get more information. I think that's really what you're looking for versus this is how it's going to work. And that could be bad in its own way.

You can have theories and hypotheses and then evaluate and change as time goes on and you get more information. I think that's really what you're looking for versus this is how it's going to work. And that could be bad in its own way.

They're better investors.

They're better investors.

They're better investors.

Well, also not necessarily better board members, not necessarily better advisors, not necessarily a better bunch of things, but definitely better investors.

Well, also not necessarily better board members, not necessarily better advisors, not necessarily a better bunch of things, but definitely better investors.

Well, also not necessarily better board members, not necessarily better advisors, not necessarily a better bunch of things, but definitely better investors.

Practice and reps matter. And so if you take somebody who's 15 years into their career, as an example, and they were an operator at that time, they may have seen three to five companies that they worked on and know them really deeply and know the ins and outs of them. If you're a career investor, over 15 years, you'll have seen 30 or 35 companies and hundreds and hundreds, thousands of pitches.

Practice and reps matter. And so if you take somebody who's 15 years into their career, as an example, and they were an operator at that time, they may have seen three to five companies that they worked on and know them really deeply and know the ins and outs of them. If you're a career investor, over 15 years, you'll have seen 30 or 35 companies and hundreds and hundreds, thousands of pitches.

Practice and reps matter. And so if you take somebody who's 15 years into their career, as an example, and they were an operator at that time, they may have seen three to five companies that they worked on and know them really deeply and know the ins and outs of them. If you're a career investor, over 15 years, you'll have seen 30 or 35 companies and hundreds and hundreds, thousands of pitches.

And then of those pitches, you'll be thinking about, well, I saw this one and this is what it looked like then. And 15 years from now, or 10 years later, or five years later, you've run this very long-term business. a longitudinal experiment and you have data and mental models around that. And so I think that that's really helpful.

And then of those pitches, you'll be thinking about, well, I saw this one and this is what it looked like then. And 15 years from now, or 10 years later, or five years later, you've run this very long-term business. a longitudinal experiment and you have data and mental models around that. And so I think that that's really helpful.

And then of those pitches, you'll be thinking about, well, I saw this one and this is what it looked like then. And 15 years from now, or 10 years later, or five years later, you've run this very long-term business. a longitudinal experiment and you have data and mental models around that. And so I think that that's really helpful.

It can actually hold people back too, but I think that's really helpful for investors. And so that's why I think the career investors tend to be really better investors. Why are they not the best board members? They haven't actually done these things at depth. They haven't done them themselves. They often lack empathy and understanding.

It can actually hold people back too, but I think that's really helpful for investors. And so that's why I think the career investors tend to be really better investors. Why are they not the best board members? They haven't actually done these things at depth. They haven't done them themselves. They often lack empathy and understanding.

It can actually hold people back too, but I think that's really helpful for investors. And so that's why I think the career investors tend to be really better investors. Why are they not the best board members? They haven't actually done these things at depth. They haven't done them themselves. They often lack empathy and understanding.

I think they often think that things are more deterministic than I think they actually are. Like all of those things, I think actually really can get in the way. And I was talking to my partners yesterday about it kind of. We were talking about a board member and he was at a different firm who is on a couple of boards with us.

I think they often think that things are more deterministic than I think they actually are. Like all of those things, I think actually really can get in the way. And I was talking to my partners yesterday about it kind of. We were talking about a board member and he was at a different firm who is on a couple of boards with us.

I think they often think that things are more deterministic than I think they actually are. Like all of those things, I think actually really can get in the way. And I was talking to my partners yesterday about it kind of. We were talking about a board member and he was at a different firm who is on a couple of boards with us.