Eric Vishria

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.

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.

Or it's going to cloud and, you know, and the like core differentiation is going to be like here, not here. Like normally there's an insight there. I think there's a couple of cases where, you know, and you really have to think about it. There's a couple of cases where just like violent execution by a determined team in a hyper-competitive market where like nobody has an insight has worked.

Or it's going to cloud and, you know, and the like core differentiation is going to be like here, not here. Like normally there's an insight there. I think there's a couple of cases where, you know, and you really have to think about it. There's a couple of cases where just like violent execution by a determined team in a hyper-competitive market where like nobody has an insight has worked.

Or it's going to cloud and, you know, and the like core differentiation is going to be like here, not here. Like normally there's an insight there. I think there's a couple of cases where, you know, and you really have to think about it. There's a couple of cases where just like violent execution by a determined team in a hyper-competitive market where like nobody has an insight has worked.

Yeah. I mean, I think you could say that's a good case of violent execution by a determined team. And so I think there are insights there, as you said. There's little execution detail insights in your point. And so it's not like... It doesn't have to be some pie-in-the-sky insight that's like, oh my God, AGI is coming in Q3 of 2025. That's not the kind of insight that we're talking about.

Yeah. I mean, I think you could say that's a good case of violent execution by a determined team. And so I think there are insights there, as you said. There's little execution detail insights in your point. And so it's not like... It doesn't have to be some pie-in-the-sky insight that's like, oh my God, AGI is coming in Q3 of 2025. That's not the kind of insight that we're talking about.

Yeah. I mean, I think you could say that's a good case of violent execution by a determined team. And so I think there are insights there, as you said. There's little execution detail insights in your point. And so it's not like... It doesn't have to be some pie-in-the-sky insight that's like, oh my God, AGI is coming in Q3 of 2025. That's not the kind of insight that we're talking about.

We're talking about actual things that are nuances that help build a company. And so... Yeah, they think they come at different levels. I would also say, and this is a difference, and I've been fortunate to work with Pat on a board and work with the larger Sequoia team on a number of companies. And there is a difference also in stage, right?

We're talking about actual things that are nuances that help build a company. And so... Yeah, they think they come at different levels. I would also say, and this is a difference, and I've been fortunate to work with Pat on a board and work with the larger Sequoia team on a number of companies. And there is a difference also in stage, right?

We're talking about actual things that are nuances that help build a company. And so... Yeah, they think they come at different levels. I would also say, and this is a difference, and I've been fortunate to work with Pat on a board and work with the larger Sequoia team on a number of companies. And there is a difference also in stage, right?

They're growth investors, or at least Pat and his team are growth investors, and we're early stage. And so there's also a stage difference in terms of how we evaluate things.

They're growth investors, or at least Pat and his team are growth investors, and we're early stage. And so there's also a stage difference in terms of how we evaluate things.

They're growth investors, or at least Pat and his team are growth investors, and we're early stage. And so there's also a stage difference in terms of how we evaluate things.

I think you have to say, and this goes back to the insight thing, if this thing, whatever the product is, accomplished what it was supposed to and what the entrepreneur said it could do, would there be market creation there? You mentioned Uber. Uber is a good example of this.

I think you have to say, and this goes back to the insight thing, if this thing, whatever the product is, accomplished what it was supposed to and what the entrepreneur said it could do, would there be market creation there? You mentioned Uber. Uber is a good example of this.

I think you have to say, and this goes back to the insight thing, if this thing, whatever the product is, accomplished what it was supposed to and what the entrepreneur said it could do, would there be market creation there? You mentioned Uber. Uber is a good example of this.

And this goes back to the whole like that professor, the like taxi cab analysis that was done like in the early days of Uber where it was like, oh, the entire market's this big. And it's like, well, if you can imagine, everybody has a smartphone in their pocket.

And this goes back to the whole like that professor, the like taxi cab analysis that was done like in the early days of Uber where it was like, oh, the entire market's this big. And it's like, well, if you can imagine, everybody has a smartphone in their pocket.

And this goes back to the whole like that professor, the like taxi cab analysis that was done like in the early days of Uber where it was like, oh, the entire market's this big. And it's like, well, if you can imagine, everybody has a smartphone in their pocket.