Mark Goldberg

I don't necessarily think the fund size does. I think it's the purview of the responsibilities of the fund. So for us, having a stage focus, I think is very important. I've seen, I think, what the growth of different products and the size of a portfolio does to the focus of an investor.

And I think there's a paradox at a lot of the larger legacy institutions where the most experienced VCs have the least amount of time to spend on new deals. And I think that's a problem for founders. And that was something that we thought a lot about as we were debating whether or not we were going to jump into this. And one of the things we thought we could help solve with chemistry.

And I think there's a paradox at a lot of the larger legacy institutions where the most experienced VCs have the least amount of time to spend on new deals. And I think that's a problem for founders. And that was something that we thought a lot about as we were debating whether or not we were going to jump into this. And one of the things we thought we could help solve with chemistry.

And I think there's a paradox at a lot of the larger legacy institutions where the most experienced VCs have the least amount of time to spend on new deals. And I think that's a problem for founders. And that was something that we thought a lot about as we were debating whether or not we were going to jump into this. And one of the things we thought we could help solve with chemistry.

So absolutely, the longer you're in market, the portfolio is like an iceberg. It just grows. And especially in an environment like today where liquidity is not as readily available. That said, taking an axe to all the bureaucracy of a large institution gives you superpowers in terms of what you're able to do with your time.

So absolutely, the longer you're in market, the portfolio is like an iceberg. It just grows. And especially in an environment like today where liquidity is not as readily available. That said, taking an axe to all the bureaucracy of a large institution gives you superpowers in terms of what you're able to do with your time.

So absolutely, the longer you're in market, the portfolio is like an iceberg. It just grows. And especially in an environment like today where liquidity is not as readily available. That said, taking an axe to all the bureaucracy of a large institution gives you superpowers in terms of what you're able to do with your time.

When you're running, I think... I think when you're running an organization that is hundreds of people, that is multinational, like many of the large funds are today, I think there's a lot of time spent on people management, on administrative work that has a tax on the organization.

When you're running, I think... I think when you're running an organization that is hundreds of people, that is multinational, like many of the large funds are today, I think there's a lot of time spent on people management, on administrative work that has a tax on the organization.

When you're running, I think... I think when you're running an organization that is hundreds of people, that is multinational, like many of the large funds are today, I think there's a lot of time spent on people management, on administrative work that has a tax on the organization.

When I think the most important thing is spending time with founders and spending time with founders at the early stage.

When I think the most important thing is spending time with founders and spending time with founders at the early stage.

When I think the most important thing is spending time with founders and spending time with founders at the early stage.

I would challenge the notion that when you talk about, for example, some of the portfolio services teams, I think one of the dirty secrets of multi-stage investing is is that portfolio services teams are not for founders, they're for the VCs. They are a way to make something unscalable scale.

I would challenge the notion that when you talk about, for example, some of the portfolio services teams, I think one of the dirty secrets of multi-stage investing is is that portfolio services teams are not for founders, they're for the VCs. They are a way to make something unscalable scale.

I would challenge the notion that when you talk about, for example, some of the portfolio services teams, I think one of the dirty secrets of multi-stage investing is is that portfolio services teams are not for founders, they're for the VCs. They are a way to make something unscalable scale.

And I think right now we're starting to see the cracks of an industry that has relied on subdivisions of the job, whether it's a talent team or a team that's going out and finding customers. But I think what founders really want is not to be disintermediated between the relationship between an investor and the founder. That's really the premise of our fund.

And I think right now we're starting to see the cracks of an industry that has relied on subdivisions of the job, whether it's a talent team or a team that's going out and finding customers. But I think what founders really want is not to be disintermediated between the relationship between an investor and the founder. That's really the premise of our fund.

And I think right now we're starting to see the cracks of an industry that has relied on subdivisions of the job, whether it's a talent team or a team that's going out and finding customers. But I think what founders really want is not to be disintermediated between the relationship between an investor and the founder. That's really the premise of our fund.

And one of the things that I think that some of the industry has gotten wrong. Now, I would also clarify, I don't think it started that way. I think the intention, and if you go back to the innovation from 10, 15 years ago, when Andreessen Horowitz started, it was a great idea. It was this sense of excitement and innovation for venture.