Mark Goldberg

And if we walked into a meeting and they said, our belief in the asset class is that, you know, venture is no longer a good return or the only way to play venture is to be in, you know, five legacy brands. We probably had done a poor job in vetting that meeting. And there were a handful of those that we did not have success with.

And if we walked into a meeting and they said, our belief in the asset class is that, you know, venture is no longer a good return or the only way to play venture is to be in, you know, five legacy brands. We probably had done a poor job in vetting that meeting. And there were a handful of those that we did not have success with.

And if we walked into a meeting and they said, our belief in the asset class is that, you know, venture is no longer a good return or the only way to play venture is to be in, you know, five legacy brands. We probably had done a poor job in vetting that meeting. And there were a handful of those that we did not have success with.

Well, it's an interesting parallel to why we say no as GPs. And again, to the empathy point, I think a lot of the reasons people gave as a no were not the actual reasons. But the biggest reason we heard was the three of you haven't worked together. And there's a lot of team risk in a new fund at this size with three people. And to their credit, there is risk.

Well, it's an interesting parallel to why we say no as GPs. And again, to the empathy point, I think a lot of the reasons people gave as a no were not the actual reasons. But the biggest reason we heard was the three of you haven't worked together. And there's a lot of team risk in a new fund at this size with three people. And to their credit, there is risk.

Well, it's an interesting parallel to why we say no as GPs. And again, to the empathy point, I think a lot of the reasons people gave as a no were not the actual reasons. But the biggest reason we heard was the three of you haven't worked together. And there's a lot of team risk in a new fund at this size with three people. And to their credit, there is risk.

I feel very comfortable with that risk. In the same way that a VC might say, it's too early for our fund. You never really know what people are thinking.

I feel very comfortable with that risk. In the same way that a VC might say, it's too early for our fund. You never really know what people are thinking.

I feel very comfortable with that risk. In the same way that a VC might say, it's too early for our fund. You never really know what people are thinking.

We did. Yeah. And we got some great... I mean, again, back to the parallels of being a good LP is very similar to being a good GP. The funds that we most liked working with, whether or not they invested or not, were clear, direct, communicative, gave real feedback. It's a good lesson for me. It's a good lesson for anyone on the GP side.

We did. Yeah. And we got some great... I mean, again, back to the parallels of being a good LP is very similar to being a good GP. The funds that we most liked working with, whether or not they invested or not, were clear, direct, communicative, gave real feedback. It's a good lesson for me. It's a good lesson for anyone on the GP side.

We did. Yeah. And we got some great... I mean, again, back to the parallels of being a good LP is very similar to being a good GP. The funds that we most liked working with, whether or not they invested or not, were clear, direct, communicative, gave real feedback. It's a good lesson for me. It's a good lesson for anyone on the GP side.

And again, why I would encourage anybody to go through a fundraise like we did. When we tell our friends, what are the best LPs? It wasn't the ones that necessarily all said yes to our fund. It was the ones that were great to work with. And they were great to work with for the reasons. They gave...

And again, why I would encourage anybody to go through a fundraise like we did. When we tell our friends, what are the best LPs? It wasn't the ones that necessarily all said yes to our fund. It was the ones that were great to work with. And they were great to work with for the reasons. They gave...

And again, why I would encourage anybody to go through a fundraise like we did. When we tell our friends, what are the best LPs? It wasn't the ones that necessarily all said yes to our fund. It was the ones that were great to work with. And they were great to work with for the reasons. They gave...

great feedback they were very sophisticated on their perspective in the market whether or not we aligned with that vision you know that was what made a great lp and i think ultimately what makes a great gp

great feedback they were very sophisticated on their perspective in the market whether or not we aligned with that vision you know that was what made a great lp and i think ultimately what makes a great gp

great feedback they were very sophisticated on their perspective in the market whether or not we aligned with that vision you know that was what made a great lp and i think ultimately what makes a great gp

We did have some funny stories from the fundraise itself. And at one point, I remember Christina was having what I thought was her best fundraising meeting. She's just, you know, really doing a nice job with her talking points. And I look over and she's, you know, laughing and having fun. I look over and it's nine o'clock in the morning.

We did have some funny stories from the fundraise itself. And at one point, I remember Christina was having what I thought was her best fundraising meeting. She's just, you know, really doing a nice job with her talking points. And I look over and she's, you know, laughing and having fun. I look over and it's nine o'clock in the morning.