Mamoon Hamid

They're building a beautiful product. Taste is on. The level of grind and grit is there. And then there's a second time founder who wants to surpass anything they've done before. What founder profile don't you like? I don't like the, we looked at the landscape and we discovered this is a great place to build a business.

We did a whole market mapping exercise and the TAM is going to be X billion dollars. It is that sort of like the top down approach to building a company versus the bottoms up approach to building a company.

We did a whole market mapping exercise and the TAM is going to be X billion dollars. It is that sort of like the top down approach to building a company versus the bottoms up approach to building a company.

We did a whole market mapping exercise and the TAM is going to be X billion dollars. It is that sort of like the top down approach to building a company versus the bottoms up approach to building a company.

Yeah. So, I mean, I'll just give hard numbers. We'll be back to Arvind Gleen. Yeah. We did it, co-led it with Lightspeed at 35 post. And Arvind is a G. You know, he started Rubrik. He's like... How much did he raise? He raised a lot. He's like 15 million at 35 post. So gave up a lot of the company in that round. A 35 post? Yeah.

Yeah. So, I mean, I'll just give hard numbers. We'll be back to Arvind Gleen. Yeah. We did it, co-led it with Lightspeed at 35 post. And Arvind is a G. You know, he started Rubrik. He's like... How much did he raise? He raised a lot. He's like 15 million at 35 post. So gave up a lot of the company in that round. A 35 post? Yeah.

Yeah. So, I mean, I'll just give hard numbers. We'll be back to Arvind Gleen. Yeah. We did it, co-led it with Lightspeed at 35 post. And Arvind is a G. You know, he started Rubrik. He's like... How much did he raise? He raised a lot. He's like 15 million at 35 post. So gave up a lot of the company in that round. A 35 post? Yeah.

Yeah, and because... That's not crazy for someone to evolve in his profile, actually. It's not. I don't think it's high. Yeah. I think, but in today's environment, that would be like, oh, it needs to be 200 posts. So... Would you do that at 200 posts? Probably not. That's a hard thing. So I think... It's not that I'm trying to get a deal.

Yeah, and because... That's not crazy for someone to evolve in his profile, actually. It's not. I don't think it's high. Yeah. I think, but in today's environment, that would be like, oh, it needs to be 200 posts. So... Would you do that at 200 posts? Probably not. That's a hard thing. So I think... It's not that I'm trying to get a deal.

Yeah, and because... That's not crazy for someone to evolve in his profile, actually. It's not. I don't think it's high. Yeah. I think, but in today's environment, that would be like, oh, it needs to be 200 posts. So... Would you do that at 200 posts? Probably not. That's a hard thing. So I think... It's not that I'm trying to get a deal.

I'm trying to work with people who see the world the way I see it. And they're willing to be partners together and creating a bigger pie for all of us. They're not so short-term oriented around like, well, I need to have this crazy pricing. Or another example is Syed Ali at Aleph. We did that also at like 35 posts. And Syed had come off of a company just sold for $6 billion.

I'm trying to work with people who see the world the way I see it. And they're willing to be partners together and creating a bigger pie for all of us. They're not so short-term oriented around like, well, I need to have this crazy pricing. Or another example is Syed Ali at Aleph. We did that also at like 35 posts. And Syed had come off of a company just sold for $6 billion.

I'm trying to work with people who see the world the way I see it. And they're willing to be partners together and creating a bigger pie for all of us. They're not so short-term oriented around like, well, I need to have this crazy pricing. Or another example is Syed Ali at Aleph. We did that also at like 35 posts. And Syed had come off of a company just sold for $6 billion.

And do you think he could have raised at a higher price? Probably. But he's just that this is feels fair. It feels right. And so I'm sure a lot of people listening are here thinking, oh, wow, like we really jammed them. Or no, these are adults making decisions together around what the right pricing of a company should be at that stage.

And do you think he could have raised at a higher price? Probably. But he's just that this is feels fair. It feels right. And so I'm sure a lot of people listening are here thinking, oh, wow, like we really jammed them. Or no, these are adults making decisions together around what the right pricing of a company should be at that stage.

And do you think he could have raised at a higher price? Probably. But he's just that this is feels fair. It feels right. And so I'm sure a lot of people listening are here thinking, oh, wow, like we really jammed them. Or no, these are adults making decisions together around what the right pricing of a company should be at that stage.

At that series A seed, it's about the people you're surrounding yourself with.

At that series A seed, it's about the people you're surrounding yourself with.

At that series A seed, it's about the people you're surrounding yourself with.

Do you think you should always be raising? For the CEO, founder CEO or CEO, your job is to make sure your company never rounds out of money. If you have $300 million sitting on your balance sheet, I'm not sure you should be raising at all. So if you're well capitalized, heads down, go build. When you've got a founder pick wrong, what do you get wrong?