Eric Vishria

And it's like the challenge with that career investor is they think like if a company has a plan and they miss the plan, that's because the company messed up. And if the company had a plan and they exceeded the plan, it's because the company did great. Or executed or management did great or management messed up. And it's just like, there's about 47 other ways that could go wrong.

And it's like the challenge with that career investor is they think like if a company has a plan and they miss the plan, that's because the company messed up. And if the company had a plan and they exceeded the plan, it's because the company did great. Or executed or management did great or management messed up. And it's just like, there's about 47 other ways that could go wrong.

And it's like the challenge with that career investor is they think like if a company has a plan and they miss the plan, that's because the company messed up. And if the company had a plan and they exceeded the plan, it's because the company did great. Or executed or management did great or management messed up. And it's just like, there's about 47 other ways that could go wrong.

The plan could just be gobbledygook from the beginning. It could be totally wrong and messed up. There could be external reasons for it. And the whole job that we have is to try to... figure out root cause on those things and help them figure out root cause on them and then like fix it. You're not helping your three-year-old like fall or not fall or teach them a lesson. Like that isn't the job.

The plan could just be gobbledygook from the beginning. It could be totally wrong and messed up. There could be external reasons for it. And the whole job that we have is to try to... figure out root cause on those things and help them figure out root cause on them and then like fix it. You're not helping your three-year-old like fall or not fall or teach them a lesson. Like that isn't the job.

The plan could just be gobbledygook from the beginning. It could be totally wrong and messed up. There could be external reasons for it. And the whole job that we have is to try to... figure out root cause on those things and help them figure out root cause on them and then like fix it. You're not helping your three-year-old like fall or not fall or teach them a lesson. Like that isn't the job.

It's quite a different actual mental model in terms of what the engagement with entrepreneur is.

It's quite a different actual mental model in terms of what the engagement with entrepreneur is.

It's quite a different actual mental model in terms of what the engagement with entrepreneur is.

I'm not a sector specialist and nobody at Benchmark is. And I think the fundamental idea with Benchmark is there's a small group of people, a small group of partners who are all equal. And right now it's five of us, but sometimes it's four, sometimes it's six, but it's basically four to six who cover technology.

I'm not a sector specialist and nobody at Benchmark is. And I think the fundamental idea with Benchmark is there's a small group of people, a small group of partners who are all equal. And right now it's five of us, but sometimes it's four, sometimes it's six, but it's basically four to six who cover technology.

I'm not a sector specialist and nobody at Benchmark is. And I think the fundamental idea with Benchmark is there's a small group of people, a small group of partners who are all equal. And right now it's five of us, but sometimes it's four, sometimes it's six, but it's basically four to six who cover technology.

And the challenge with that, if you kind of think about it, is we can't be sector specialists. The sectors that have the most disruption and things are changing the fastest are changing. That part's constantly changing. So you have to be, as a group of investors, you have to be moving. You have You have to be looking at new stuff because that's where the disruption is happening.

And the challenge with that, if you kind of think about it, is we can't be sector specialists. The sectors that have the most disruption and things are changing the fastest are changing. That part's constantly changing. So you have to be, as a group of investors, you have to be moving. You have You have to be looking at new stuff because that's where the disruption is happening.

And the challenge with that, if you kind of think about it, is we can't be sector specialists. The sectors that have the most disruption and things are changing the fastest are changing. That part's constantly changing. So you have to be, as a group of investors, you have to be moving. You have You have to be looking at new stuff because that's where the disruption is happening.

Then the question is, I can't be a sector specialist. I can't be a semiconductor specialist or I can't be an open source specialist. Of course, we each have preferences and things that we like and don't and lessons that you can apply, but it's not a specialty model. I think about this a lot and we should talk about it in the context of AI. So you can't have that.

Then the question is, I can't be a sector specialist. I can't be a semiconductor specialist or I can't be an open source specialist. Of course, we each have preferences and things that we like and don't and lessons that you can apply, but it's not a specialty model. I think about this a lot and we should talk about it in the context of AI. So you can't have that.

Then the question is, I can't be a sector specialist. I can't be a semiconductor specialist or I can't be an open source specialist. Of course, we each have preferences and things that we like and don't and lessons that you can apply, but it's not a specialty model. I think about this a lot and we should talk about it in the context of AI. So you can't have that.

So then the question is, well, what can you evaluate on? And I think this is it for me, which is you can say, hey, this is an extraordinary entrepreneur. That's an evaluation that you can try to make. There's a second thing, which is this entrepreneur has a very interesting and unique insight. Like that's a really important thing for me. And then you can say this market can sustain a big company.

So then the question is, well, what can you evaluate on? And I think this is it for me, which is you can say, hey, this is an extraordinary entrepreneur. That's an evaluation that you can try to make. There's a second thing, which is this entrepreneur has a very interesting and unique insight. Like that's a really important thing for me. And then you can say this market can sustain a big company.