Keith Rabois

But if you could do that, it'd be interesting to see if the lines look similar or not. But it's pretty hot. People starting companies, founders are optimistic. Crypto companies also are back in vogue, obviously, due to the change in administration. I think a lot of people have been hesitant to start new crypto companies. Of course, yeah.

But if you could do that, it'd be interesting to see if the lines look similar or not. But it's pretty hot. People starting companies, founders are optimistic. Crypto companies also are back in vogue, obviously, due to the change in administration. I think a lot of people have been hesitant to start new crypto companies. Of course, yeah.

And there's a belief and confidence in the new administration, the SEC, et cetera. So we'll see if the innovation accelerates with all the new capital and all the new founders back in crypto. In enterprise software... It had been pretty cool, non-AI-based enterprise software. But, you know, like as you mentioned with the IPO this week, trading very aggressively.

And there's a belief and confidence in the new administration, the SEC, et cetera. So we'll see if the innovation accelerates with all the new capital and all the new founders back in crypto. In enterprise software... It had been pretty cool, non-AI-based enterprise software. But, you know, like as you mentioned with the IPO this week, trading very aggressively.

I think, you know, maybe there's some inspiration there for, you know, more traditional, boring tech companies. Stripe. Stripe. Stripe should go public, but, you know, they don't listen to me, so...

I think, you know, maybe there's some inspiration there for, you know, more traditional, boring tech companies. Stripe. Stripe. Stripe should go public, but, you know, they don't listen to me, so...

I personally believe and subscribe to the view that companies should go public as early as possible on the Bill Gurley sort of school of thought.

I personally believe and subscribe to the view that companies should go public as early as possible on the Bill Gurley sort of school of thought.

$50 million minimum, but predictability matters definitely, so not just $50 million, but $50 million with line of sight to $100 million and knowing $100 million to $200 million. I wrote a whole chapter in Eli Gill's high growth handbook on why companies should go public as early as possible. So I've been on this crusade forever. I like accountability, transparency, discipline.

$50 million minimum, but predictability matters definitely, so not just $50 million, but $50 million with line of sight to $100 million and knowing $100 million to $200 million. I wrote a whole chapter in Eli Gill's high growth handbook on why companies should go public as early as possible. So I've been on this crusade forever. I like accountability, transparency, discipline.

I think they're good things. And there's a critique that like, oh, you're not going to be innovative anymore. If you look at some of the companies we've been talking about, what are some of the most innovative companies in the world? They're public companies.

I think they're good things. And there's a critique that like, oh, you're not going to be innovative anymore. If you look at some of the companies we've been talking about, what are some of the most innovative companies in the world? They're public companies.

It just takes the right leader to say, I'm going to be innovative and I don't care what the bureaucrats and lawyers, I'm just not going to get distracted with that. And so I like public companies. And so I think you'll see a lot of the companies I am involved in go public at a fairly rapid clip by historical standards. Different founders, though, have different sort of views on this.

It just takes the right leader to say, I'm going to be innovative and I don't care what the bureaucrats and lawyers, I'm just not going to get distracted with that. And so I like public companies. And so I think you'll see a lot of the companies I am involved in go public at a fairly rapid clip by historical standards. Different founders, though, have different sort of views on this.

It's very reasonable. Stripe, SpaceX, for example, founded 2003. Who knows when it's going to be a public company? So you can have a very successful company like SpaceX or Stripe. But my preference is to go public early. And then you have the capital, resources, equity, or capital to be strategic, per your point about potentially missing window.

It's very reasonable. Stripe, SpaceX, for example, founded 2003. Who knows when it's going to be a public company? So you can have a very successful company like SpaceX or Stripe. But my preference is to go public early. And then you have the capital, resources, equity, or capital to be strategic, per your point about potentially missing window.

And they were able to transact in that particular case and get ahead of the curve, or at least not miss the curve. But sometimes when you're a private company, there are strategic assets that you can't get your hands on. And think about Facebook buying Instagram. We talked about the taste issue. Instagram had taste at the time, like Kevin had taste.

And they were able to transact in that particular case and get ahead of the curve, or at least not miss the curve. But sometimes when you're a private company, there are strategic assets that you can't get your hands on. And think about Facebook buying Instagram. We talked about the taste issue. Instagram had taste at the time, like Kevin had taste.

And think about where meta would be had they not been able to acquire Instagram.

And think about where meta would be had they not been able to acquire Instagram.