Hussein Kanji

there is a correlation between how much money goes in to a company and what the probability of success is the average is about like 300 million to get to unicorn status your best path to scale from a financing perspective is america the rounds are bigger do not do a fundraise for a size of the fund do a fundraise for time of the fund give yourself 90 days whatever you get go start investing

there is a correlation between how much money goes in to a company and what the probability of success is the average is about like 300 million to get to unicorn status your best path to scale from a financing perspective is america the rounds are bigger do not do a fundraise for a size of the fund do a fundraise for time of the fund give yourself 90 days whatever you get go start investing

there is a correlation between how much money goes in to a company and what the probability of success is the average is about like 300 million to get to unicorn status your best path to scale from a financing perspective is america the rounds are bigger do not do a fundraise for a size of the fund do a fundraise for time of the fund give yourself 90 days whatever you get go start investing

Yeah, I think I remember. I was like, I had my laptop on a pillow in my bedroom, staring at me. I was like, who's this Harry kid, like, interviewing me?

Yeah, I think I remember. I was like, I had my laptop on a pillow in my bedroom, staring at me. I was like, who's this Harry kid, like, interviewing me?

Yeah, I think I remember. I was like, I had my laptop on a pillow in my bedroom, staring at me. I was like, who's this Harry kid, like, interviewing me?

Yeah, it's a good question. By the way, I think the venture world does not need yet another fund. Like we have a lot of them, right? They're coming down in numbers, but the world, we have a lot of, like a lot of people playing VCs. 11, 13 years ago when we first started, we're 11 years old, but we started fundraising a little bit before then. The world did not have that many VCs in Europe.

Yeah, it's a good question. By the way, I think the venture world does not need yet another fund. Like we have a lot of them, right? They're coming down in numbers, but the world, we have a lot of, like a lot of people playing VCs. 11, 13 years ago when we first started, we're 11 years old, but we started fundraising a little bit before then. The world did not have that many VCs in Europe.

Yeah, it's a good question. By the way, I think the venture world does not need yet another fund. Like we have a lot of them, right? They're coming down in numbers, but the world, we have a lot of, like a lot of people playing VCs. 11, 13 years ago when we first started, we're 11 years old, but we started fundraising a little bit before then. The world did not have that many VCs in Europe.

Had a lot of them in the US, had a lot of them in China, had a lot of them in India, but nobody was here in Europe. In fact, the seed funds of record year, you won't even remember the names. There were Eden and Pond. They're like a bygone. The people raised money in the dot-com boom, mismanaged their capital all the way through the collapse and kind of left.

Had a lot of them in the US, had a lot of them in China, had a lot of them in India, but nobody was here in Europe. In fact, the seed funds of record year, you won't even remember the names. There were Eden and Pond. They're like a bygone. The people raised money in the dot-com boom, mismanaged their capital all the way through the collapse and kind of left.

Had a lot of them in the US, had a lot of them in China, had a lot of them in India, but nobody was here in Europe. In fact, the seed funds of record year, you won't even remember the names. There were Eden and Pond. They're like a bygone. The people raised money in the dot-com boom, mismanaged their capital all the way through the collapse and kind of left.

And so the world really needed a venture player in Europe. And that was the thesis of Foxton. And then if you look at where we are today, the world now has quite a bit of venture funds in Europe, but there are not that many old-fashioned venture funds left in this industry. I think most of us become momentum investors in this industry.

And so the world really needed a venture player in Europe. And that was the thesis of Foxton. And then if you look at where we are today, the world now has quite a bit of venture funds in Europe, but there are not that many old-fashioned venture funds left in this industry. I think most of us become momentum investors in this industry.

And so the world really needed a venture player in Europe. And that was the thesis of Foxton. And then if you look at where we are today, the world now has quite a bit of venture funds in Europe, but there are not that many old-fashioned venture funds left in this industry. I think most of us become momentum investors in this industry.

We write the check largely to get the next markup, not to build the long term, durable, big company of tomorrow. And I don't think there are that many people in Europe who do those kinds of things.

We write the check largely to get the next markup, not to build the long term, durable, big company of tomorrow. And I don't think there are that many people in Europe who do those kinds of things.

We write the check largely to get the next markup, not to build the long term, durable, big company of tomorrow. And I don't think there are that many people in Europe who do those kinds of things.

Why have we shifted to this heavy momentum? Well, we went into a market where money was effectively free. And the way you get promoted inside of most firms, remember, we're exceptions to the rule, right? Because we own our own firms. These are our businesses. So we think like business owners, not like employees. If you're the general employee, you optimize for getting to the next career ladder.

Why have we shifted to this heavy momentum? Well, we went into a market where money was effectively free. And the way you get promoted inside of most firms, remember, we're exceptions to the rule, right? Because we own our own firms. These are our businesses. So we think like business owners, not like employees. If you're the general employee, you optimize for getting to the next career ladder.