Ken Venner
speaker
352 appearances
2 recordings
1 series
first heard Jul 2026
last heard 16 Jul
Ken Venner’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 2 in all, peaking in Jul 2026 with 2.
Appearances
You get to 100, you need a little more process, but not too much.
And then you get to 1,000, and you need more process.
But again, not too much because you can like constrain a company by putting too much process in too early and stunt the growth.
So you always have to assume smart people, stupid systems, let the right people do the right thing in the moment.
But track them, how they're doing it, what they're doing, and make sure they're accountable for the actions they're taking.
And then you get to 5,000, 10,000.
It's like everyone knows the piece they know, but they don't understand how a whole business works.
But bringing that information together and presenting it to the top level people so they can understand how the whole company is operating together is kind of the focus.
And that was both...
Broadcom's growth path and when I joined SpaceX, it was again, about a thousand employees producing about one booster a year.
And through the years of growing up Warp Drive, the custom platform we built there, we scaled it up to 40 boosters a year and 9,000 employees across multiple locations.
And it was just that continuously look at how people do what they do and then collect and present the right information at the right time.
Broadcom to SpaceX.
So Broadcom to SpaceX was a pretty simple one.
The company had gotten big enough that it wasn't really innovating anymore.
It was kind of just operating.
And I get bored in those situations.
I'm not really a true just run the system about continuously improving the system.
And the CFO at SpaceX was an ex-Broadcomer that I knew.
He invited me up one day.
Showing 201–220 of 352 · page 11 of 18
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