Eric Vishria

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.

Those are three things which I think even coming without sector specialist, without being a sector specialist, you can try to come to a belief or a probability distribution for each of those things. And I think if you have those things and then you add on top of all of it, I have chemistry or want to work with this company or want to work on submission or whatever.

Those are three things which I think even coming without sector specialist, without being a sector specialist, you can try to come to a belief or a probability distribution for each of those things. And I think if you have those things and then you add on top of all of it, I have chemistry or want to work with this company or want to work on submission or whatever.

Those are three things which I think even coming without sector specialist, without being a sector specialist, you can try to come to a belief or a probability distribution for each of those things. And I think if you have those things and then you add on top of all of it, I have chemistry or want to work with this company or want to work on submission or whatever.

Then I think you have like the basis for an investment. And I think one of the maybe contrarian things around that is I think that a lot of venture capital in the SaaS era and certainly a lot of growth venture capital got to be like a very spreadsheet-y investor bankery type of approach, which is like it's kind of the model's figured out.

Then I think you have like the basis for an investment. And I think one of the maybe contrarian things around that is I think that a lot of venture capital in the SaaS era and certainly a lot of growth venture capital got to be like a very spreadsheet-y investor bankery type of approach, which is like it's kind of the model's figured out.

Then I think you have like the basis for an investment. And I think one of the maybe contrarian things around that is I think that a lot of venture capital in the SaaS era and certainly a lot of growth venture capital got to be like a very spreadsheet-y investor bankery type of approach, which is like it's kind of the model's figured out.

We plug these things in and we kind of know we figured it out that way. And I think... that doesn't work. I think there was a period of time where it might have worked for a bit, but I think it largely doesn't work. I think the AI stuff is going to wipe out that breed of venture capitalists. It's going to be really challenging because you really have to make these other fundamental assessments.

We plug these things in and we kind of know we figured it out that way. And I think... that doesn't work. I think there was a period of time where it might have worked for a bit, but I think it largely doesn't work. I think the AI stuff is going to wipe out that breed of venture capitalists. It's going to be really challenging because you really have to make these other fundamental assessments.

We plug these things in and we kind of know we figured it out that way. And I think... that doesn't work. I think there was a period of time where it might have worked for a bit, but I think it largely doesn't work. I think the AI stuff is going to wipe out that breed of venture capitalists. It's going to be really challenging because you really have to make these other fundamental assessments.

Could be. That's possible. But I would tell you this, we were talking about a company yesterday and it has every possibility that you just said. The entrepreneur in that case is, you know, one of the challenges with these platform shifts is, you know, some form, some variant of the innovator's dilemma. It's not quite the innovator's dilemma, it's

Could be. That's possible. But I would tell you this, we were talking about a company yesterday and it has every possibility that you just said. The entrepreneur in that case is, you know, one of the challenges with these platform shifts is, you know, some form, some variant of the innovator's dilemma. It's not quite the innovator's dilemma, it's

Could be. That's possible. But I would tell you this, we were talking about a company yesterday and it has every possibility that you just said. The entrepreneur in that case is, you know, one of the challenges with these platform shifts is, you know, some form, some variant of the innovator's dilemma. It's not quite the innovator's dilemma, it's

as Christensen articulated it, but it's some form of the innovator's dilemma, which is like you have to make the platform shift. And in order to make the platform shift for a company like what you're articulating, you have to kind of be willing to burn down the existing business, at least in short order. There's a whole bunch of entrepreneurs who don't do that.

as Christensen articulated it, but it's some form of the innovator's dilemma, which is like you have to make the platform shift. And in order to make the platform shift for a company like what you're articulating, you have to kind of be willing to burn down the existing business, at least in short order. There's a whole bunch of entrepreneurs who don't do that.

as Christensen articulated it, but it's some form of the innovator's dilemma, which is like you have to make the platform shift. And in order to make the platform shift for a company like what you're articulating, you have to kind of be willing to burn down the existing business, at least in short order. There's a whole bunch of entrepreneurs who don't do that.

And so this is what I just go back to. If you have a learning entrepreneur who is constantly rethinking how they're navigating the ship, then that makes a really, really big difference in the probability of outcome as you're working through a platform shift.

And so this is what I just go back to. If you have a learning entrepreneur who is constantly rethinking how they're navigating the ship, then that makes a really, really big difference in the probability of outcome as you're working through a platform shift.

And so this is what I just go back to. If you have a learning entrepreneur who is constantly rethinking how they're navigating the ship, then that makes a really, really big difference in the probability of outcome as you're working through a platform shift.

You know, there are levels to it. Like, yeah, you can say like, hey, we're going to cloud and we're doing this. But normally there's an insight. I would say like if you look at most of the successful companies, there's an insight. Like there can be an insight underneath that, right? Which is like, yeah, it's going to cloud and this is the right way to attack it.