Mamoon Hamid

I agree. I agree with that. That is fair criticism. But I think that's just part of the package. That is who I am. I believe in the people and I want to be on that journey with them.

Yeah, I don't disagree with Vinod that there's destruction of value that happens with the wrong advice. But I think if with the right advice and the right help, we can help supercharge your companies. What makes the, I'm not asking for the name, but what makes the worst board the worst board? The worst board, it starts with how a CEO runs a board. How do the best CEOs run a board?

Yeah, I don't disagree with Vinod that there's destruction of value that happens with the wrong advice. But I think if with the right advice and the right help, we can help supercharge your companies. What makes the, I'm not asking for the name, but what makes the worst board the worst board? The worst board, it starts with how a CEO runs a board. How do the best CEOs run a board?

Yeah, I don't disagree with Vinod that there's destruction of value that happens with the wrong advice. But I think if with the right advice and the right help, we can help supercharge your companies. What makes the, I'm not asking for the name, but what makes the worst board the worst board? The worst board, it starts with how a CEO runs a board. How do the best CEOs run a board?

They start off with a high level view of how the company is doing, and then they give a chance for their leaders. They're very capable leaders to go dive in deep and share and ask questions. And there's a fair bit of cheerleading, but a fair bit of like asking the hard questions. And I like board meetings where there's one or two things that are talked about in detail.

They start off with a high level view of how the company is doing, and then they give a chance for their leaders. They're very capable leaders to go dive in deep and share and ask questions. And there's a fair bit of cheerleading, but a fair bit of like asking the hard questions. And I like board meetings where there's one or two things that are talked about in detail.

They start off with a high level view of how the company is doing, and then they give a chance for their leaders. They're very capable leaders to go dive in deep and share and ask questions. And there's a fair bit of cheerleading, but a fair bit of like asking the hard questions. And I like board meetings where there's one or two things that are talked about in detail.

You go deep dive into one or two things because at any given point in time in a company's juncture, that moment in time, one or two things that really matter, we can help change the trajectory on. And so if we're talking about seven different things that matter, we're probably missing the point. And so I love board meetings where that's sort of the structure.

You go deep dive into one or two things because at any given point in time in a company's juncture, that moment in time, one or two things that really matter, we can help change the trajectory on. And so if we're talking about seven different things that matter, we're probably missing the point. And so I love board meetings where that's sort of the structure.

You go deep dive into one or two things because at any given point in time in a company's juncture, that moment in time, one or two things that really matter, we can help change the trajectory on. And so if we're talking about seven different things that matter, we're probably missing the point. And so I love board meetings where that's sort of the structure.

Two more questions and then we'll do a quick five.

Two more questions and then we'll do a quick five.

Two more questions and then we'll do a quick five.

Personally? Yeah. Those are not my kind of businesses. I like more capital efficiency, but I can get behind them.

Personally? Yeah. Those are not my kind of businesses. I like more capital efficiency, but I can get behind them.

Personally? Yeah. Those are not my kind of businesses. I like more capital efficiency, but I can get behind them.

Yeah.

Yeah.

Yeah.

No, I don't. I don't think we want that at all. We love where we are today. We really do. And I don't try to not BSing you, your longtime friend. And I believe in venture, early stage venture being a beautiful asset class, especially if you can follow the power law and being the few companies that matter. And then you can invest in the very few companies that really matter out of your select fund.