Jeff Wang

I think on the venture side, I'd probably say Brad at Altimeter. He's also got the public-private strategy. I think he's a little bit heavier than us on the private side. But I love the way that he can connect dots across stage, industry, especially because he will go pretty early sometimes. And I think that flexibility of mindset is impressive.

I think on the venture side, I'd probably say Brad at Altimeter. He's also got the public-private strategy. I think he's a little bit heavier than us on the private side. But I love the way that he can connect dots across stage, industry, especially because he will go pretty early sometimes. And I think that flexibility of mindset is impressive.

I think nothing comes close to the 2016 transition, but certainly there are moments in time where, you know, performance is down, you question your process.

I think nothing comes close to the 2016 transition, but certainly there are moments in time where, you know, performance is down, you question your process.

I think nothing comes close to the 2016 transition, but certainly there are moments in time where, you know, performance is down, you question your process.

How do you rally a team in a down year? It is hard. It's really hard. I think, so we do these surveys. It's every six months just to get a sense for how, and they're anonymous, for how the team is doing. And man, the initial, I'd say right post-COVID, the surveys were very positive. You know, everyone's super happy, you know, everyone's feeling fulfilled, they're doing good work.

How do you rally a team in a down year? It is hard. It's really hard. I think, so we do these surveys. It's every six months just to get a sense for how, and they're anonymous, for how the team is doing. And man, the initial, I'd say right post-COVID, the surveys were very positive. You know, everyone's super happy, you know, everyone's feeling fulfilled, they're doing good work.

How do you rally a team in a down year? It is hard. It's really hard. I think, so we do these surveys. It's every six months just to get a sense for how, and they're anonymous, for how the team is doing. And man, the initial, I'd say right post-COVID, the surveys were very positive. You know, everyone's super happy, you know, everyone's feeling fulfilled, they're doing good work.

And then you can see the surveys is getting worse and worse. And then in 2022, they're just downright awful. I think one of the things that I've learned is that your mentality is so dictated by performance. And that's just, you can't live that way. You can't manage your business that way. You can't actually go make decisions that way.

And then you can see the surveys is getting worse and worse. And then in 2022, they're just downright awful. I think one of the things that I've learned is that your mentality is so dictated by performance. And that's just, you can't live that way. You can't manage your business that way. You can't actually go make decisions that way.

And then you can see the surveys is getting worse and worse. And then in 2022, they're just downright awful. I think one of the things that I've learned is that your mentality is so dictated by performance. And that's just, you can't live that way. You can't manage your business that way. You can't actually go make decisions that way.

You have to stay even keeled and say like, what about my process is not working? Let me go fix that. And this is the discussion about greed when others are greedy, fear when others are fearful, right? If you actually let that impact you in that way, you are going to make the wrong decisions.

You have to stay even keeled and say like, what about my process is not working? Let me go fix that. And this is the discussion about greed when others are greedy, fear when others are fearful, right? If you actually let that impact you in that way, you are going to make the wrong decisions.

You have to stay even keeled and say like, what about my process is not working? Let me go fix that. And this is the discussion about greed when others are greedy, fear when others are fearful, right? If you actually let that impact you in that way, you are going to make the wrong decisions.

And so I think those surveys are actually quite helpful because it gives you a sense for the team's mindset and how it's impact. You could probably almost draw a line on, you know, the NASDAQ and the team survey.

And so I think those surveys are actually quite helpful because it gives you a sense for the team's mindset and how it's impact. You could probably almost draw a line on, you know, the NASDAQ and the team survey.

And so I think those surveys are actually quite helpful because it gives you a sense for the team's mindset and how it's impact. You could probably almost draw a line on, you know, the NASDAQ and the team survey.

probably not taking Google more seriously. So I was at Stanford at the time of its founding. I was even a section leader for Marissa Mayer for a computer science class where she was a lecturer. And so I heard about it from her too. And I just thought to myself, you heard of Yahoo? You heard of Infoseek?

probably not taking Google more seriously. So I was at Stanford at the time of its founding. I was even a section leader for Marissa Mayer for a computer science class where she was a lecturer. And so I heard about it from her too. And I just thought to myself, you heard of Yahoo? You heard of Infoseek?

probably not taking Google more seriously. So I was at Stanford at the time of its founding. I was even a section leader for Marissa Mayer for a computer science class where she was a lecturer. And so I heard about it from her too. And I just thought to myself, you heard of Yahoo? You heard of Infoseek?