Matan Grinberg

speaker

1,930 appearances 2 recordings 2 series first heard Jun 2026 last heard 13 Jun

Matan Grinberg’s voice in public audio — every appearance, attributed to the second.

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recordings per month · last 12 months

Recordings per month over the last 12 months — 2 in all, peaking in Jun 2026 with 2.

Appearances

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The Twenty Minute VC (20VC): Venture Capital | Startup Funding | The Pitch · 20VC: Who Wins the Model War: OpenAI, Anthropic or Open-Source | Token Maxing, AI Hangovers & The Coming ROI Reckoning | Labour Displacement Fears are BS & Overblown | From Physicist to Sequoia Founder with Matan Grinberg, Founder @ Factory · 13 Jun 2026 podcast

With that leverage language, those who know how to use leverage

will be able to have even more impact and those who don't will kind of on a comparative basis be that much less valuable to a business.

yes this is a great point this resource allocation problem of token it's not just tokens it's like dollars it's tokens it's people this is i think going to be the thing that over the next 24 months every c-suite is going to be thinking about and i think the right way to go about it is what is the core competency for our business what actually matters for the business that we are doing and then how do we allocate resources accordingly in other words if you're a logistics company

Your core competency is probably not software development.

Now, you might have had a lot of software engineers as a means to an end to deliver on your logistics goals, let's say, but that might not be your core competency.

And so what you should be thinking about is not how do we get more engineers to make more features because that's what engineers have in the past been judged by, like how many features do they ship in a quarter?

Instead, it's like, what are the actual output metrics that matter for our business?

And how do we now allocate resources, whether it's dollars, whether it's tokens, whether it's headcount to more dramatically move the needle on that business outcome?

And I think this is this is great for the world because I think part of the reason why so many organizations got so bloated is because we were in a period of time where

everyone was focusing on intermediate metrics.

If you're an engineering team, we wanted to ship three features this quarter.

Did you ship three features?

We shipped four.

What a great quarter.

That doesn't necessarily matter for the business at all.

And so now it's like finally coming back to what matters in the first place.

What are the business metrics that we want to, you know, move the needle on?

Is it customer satisfaction?

Is it revenue?

Is it market share?

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