Jeff Wang

I think Doug probably has a better nose for enterprise talent and Michael for consumer talent. Good hedge. Sorry, I interrupted you. And so, so quick story about Michael and an important lesson that he taught me somewhat indirectly. So when I joined SEG, he obviously had to interview with Michael. It was intimidating interview.

I think Doug probably has a better nose for enterprise talent and Michael for consumer talent. Good hedge. Sorry, I interrupted you. And so, so quick story about Michael and an important lesson that he taught me somewhat indirectly. So when I joined SEG, he obviously had to interview with Michael. It was intimidating interview.

I think Doug probably has a better nose for enterprise talent and Michael for consumer talent. Good hedge. Sorry, I interrupted you. And so, so quick story about Michael and an important lesson that he taught me somewhat indirectly. So when I joined SEG, he obviously had to interview with Michael. It was intimidating interview.

So Michael back then had an office where he actually literally had the wall and door removed from one side. three walls, but one opens up to the entire floor. So I think he meant it as the ultimate open door policy. So some people have an open door policy, he had an open wall policy, right? But that meant that everyone on the floor could hear everything that was said in his office, so i.e.

So Michael back then had an office where he actually literally had the wall and door removed from one side. three walls, but one opens up to the entire floor. So I think he meant it as the ultimate open door policy. So some people have an open door policy, he had an open wall policy, right? But that meant that everyone on the floor could hear everything that was said in his office, so i.e.

So Michael back then had an office where he actually literally had the wall and door removed from one side. three walls, but one opens up to the entire floor. So I think he meant it as the ultimate open door policy. So some people have an open door policy, he had an open wall policy, right? But that meant that everyone on the floor could hear everything that was said in his office, so i.e.

my entire interview. So I walk in, I'm in my suit, Michael's peering over my resume, and the first thing he says to me, and by the way, don't forget that the only thing that I've done up to this point is really technology buyouts. So he says to me, do you think private equity has poisoned you? Yikes, right? Like the interview did not go well.

my entire interview. So I walk in, I'm in my suit, Michael's peering over my resume, and the first thing he says to me, and by the way, don't forget that the only thing that I've done up to this point is really technology buyouts. So he says to me, do you think private equity has poisoned you? Yikes, right? Like the interview did not go well.

my entire interview. So I walk in, I'm in my suit, Michael's peering over my resume, and the first thing he says to me, and by the way, don't forget that the only thing that I've done up to this point is really technology buyouts. So he says to me, do you think private equity has poisoned you? Yikes, right? Like the interview did not go well.

I tried to answer the best I could, but it was not a good start. And I'm sure that people around his office within earshot were cringing for me. What did you answer? I don't remember. I don't think it was a good answer because I had to interview with Michael again. But I think his point, and it took me a couple of years to understand it. was that just staring at the numbers isn't enough.

I tried to answer the best I could, but it was not a good start. And I'm sure that people around his office within earshot were cringing for me. What did you answer? I don't remember. I don't think it was a good answer because I had to interview with Michael again. But I think his point, and it took me a couple of years to understand it. was that just staring at the numbers isn't enough.

I tried to answer the best I could, but it was not a good start. And I'm sure that people around his office within earshot were cringing for me. What did you answer? I don't remember. I don't think it was a good answer because I had to interview with Michael again. But I think his point, and it took me a couple of years to understand it. was that just staring at the numbers isn't enough.

Too much focus on EBITDA multiples or financial leverage isn't healthy. You have to have the dream gene and you have to be able to dream about what a founder or a company, a team can become over time. And it's just not static. And so I deeply appreciate that lesson. And I'm not even sure that he intended it to be a lesson.

Too much focus on EBITDA multiples or financial leverage isn't healthy. You have to have the dream gene and you have to be able to dream about what a founder or a company, a team can become over time. And it's just not static. And so I deeply appreciate that lesson. And I'm not even sure that he intended it to be a lesson.

Too much focus on EBITDA multiples or financial leverage isn't healthy. You have to have the dream gene and you have to be able to dream about what a founder or a company, a team can become over time. And it's just not static. And so I deeply appreciate that lesson. And I'm not even sure that he intended it to be a lesson.

Yep. I love how Ruloff has forged a new path to take Sequoia into the next 50 years. First, it's not easy to transition from great investor to great leader, as you know. It's also not easy to take over for a legend like Doug. Doug led the firm from 2012 to 2022. The venture world was very different back then. Ruloff led the development of the Scouts program.

Yep. I love how Ruloff has forged a new path to take Sequoia into the next 50 years. First, it's not easy to transition from great investor to great leader, as you know. It's also not easy to take over for a legend like Doug. Doug led the firm from 2012 to 2022. The venture world was very different back then. Ruloff led the development of the Scouts program.

Yep. I love how Ruloff has forged a new path to take Sequoia into the next 50 years. First, it's not easy to transition from great investor to great leader, as you know. It's also not easy to take over for a legend like Doug. Doug led the firm from 2012 to 2022. The venture world was very different back then. Ruloff led the development of the Scouts program.

He supported the product team, data science team, Arc. The Sequoia Capital Fund is a good example of his long-term thinking. I'm also impressed by how focused he is on team and culture. So at our semi-annual, what we used to call these steward council meetings. So it's like a management group. We provide business updates to each other.

He supported the product team, data science team, Arc. The Sequoia Capital Fund is a good example of his long-term thinking. I'm also impressed by how focused he is on team and culture. So at our semi-annual, what we used to call these steward council meetings. So it's like a management group. We provide business updates to each other.