Mark Goldberg

I don't mind competitive markets. I think so much about ideas are a dime a dozen. You want to find people that are excellent at execution and that have the vision to outcompete the folks in their market. I have never shied away from competitive markets. What I lean into is a founder who is willing to go head to head at a competitive market and I believe has the chutzpah to go win it.

So for me, a competitive market validates the opportunity and is not something that I shy away from.

So for me, a competitive market validates the opportunity and is not something that I shy away from.

So for me, a competitive market validates the opportunity and is not something that I shy away from.

To me, it's the founding team. I think that no company I've been a part of from the early days has been a straight line success. Everybody takes a punch in the face and the founders that have the grit to take the punch in the face and get back up are the ones that I think have the highest correlation of going from zero to one and ultimately from one to a public company.

To me, it's the founding team. I think that no company I've been a part of from the early days has been a straight line success. Everybody takes a punch in the face and the founders that have the grit to take the punch in the face and get back up are the ones that I think have the highest correlation of going from zero to one and ultimately from one to a public company.

To me, it's the founding team. I think that no company I've been a part of from the early days has been a straight line success. Everybody takes a punch in the face and the founders that have the grit to take the punch in the face and get back up are the ones that I think have the highest correlation of going from zero to one and ultimately from one to a public company.

I think a lot about not, do they miss their OKR by 30%, you know, this quarter and therefore this isn't going to work? No, it's, is this somebody who's resilient enough to take the adversity to learn from it? And the velocity of their learning is ultimately what crosses the chasm.

I think a lot about not, do they miss their OKR by 30%, you know, this quarter and therefore this isn't going to work? No, it's, is this somebody who's resilient enough to take the adversity to learn from it? And the velocity of their learning is ultimately what crosses the chasm.

I think a lot about not, do they miss their OKR by 30%, you know, this quarter and therefore this isn't going to work? No, it's, is this somebody who's resilient enough to take the adversity to learn from it? And the velocity of their learning is ultimately what crosses the chasm.

So I think he said that OKR, it was a great episode. And I think he was saying, why were they lifted from the manufacturing industry and plopped down into the software world? And I would very much agree with that.

So I think he said that OKR, it was a great episode. And I think he was saying, why were they lifted from the manufacturing industry and plopped down into the software world? And I would very much agree with that.

So I think he said that OKR, it was a great episode. And I think he was saying, why were they lifted from the manufacturing industry and plopped down into the software world? And I would very much agree with that.

Post-product market fit, I think hiring is probably the biggest limitation I've seen. When you were an early stage company, this is where, you know, going back to our conversation on what is the value out of a VC, you know, again, do no harm should be beating 80% of the industry, but I wouldn't agree with your zero. So I think that at every stage, and when you feel the pull of product market fit,

Post-product market fit, I think hiring is probably the biggest limitation I've seen. When you were an early stage company, this is where, you know, going back to our conversation on what is the value out of a VC, you know, again, do no harm should be beating 80% of the industry, but I wouldn't agree with your zero. So I think that at every stage, and when you feel the pull of product market fit,

Post-product market fit, I think hiring is probably the biggest limitation I've seen. When you were an early stage company, this is where, you know, going back to our conversation on what is the value out of a VC, you know, again, do no harm should be beating 80% of the industry, but I wouldn't agree with your zero. So I think that at every stage, and when you feel the pull of product market fit,

you need to really consider who are the leaders of your functions, especially your go-to-market functions, and are they the right people? And when you move from founder-led sales into a professional organization, really asking yourself, do I have the right people in those seats?

you need to really consider who are the leaders of your functions, especially your go-to-market functions, and are they the right people? And when you move from founder-led sales into a professional organization, really asking yourself, do I have the right people in those seats?

you need to really consider who are the leaders of your functions, especially your go-to-market functions, and are they the right people? And when you move from founder-led sales into a professional organization, really asking yourself, do I have the right people in those seats?

And back to the point of what can a VC do to be helpful, showing people what great looks like, one, two, three stages in front of where they are, and giving them a way to evaluate where their team is relative to that, I think is a very helpful thing. And the folks that I've seen take longer to get from that one to 10, 10 to 100,