Matthew Steckman

speaker

505 appearances 1 recordings 1 series first heard Mar 2026 last heard 23 Mar

Matthew Steckman’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 — 1 in all, peaking in Mar 2026 with 1.

Appearances

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The Twenty Minute VC (20VC): Venture Capital | Startup Funding | The Pitch · 20VC: Inside Anduril's $20BN Army Contract & Why Anduril Must Go Public | Why 99% of Drone Companies Will Die | Why There is Never an Ethical Question of How Anduril Products are Used with Matthew Steckman, President @ Anduril · 23 Mar 2026 podcast

And all of a sudden, you're kind of walking down a path together, as opposed to this weird vendor-customer relationship.

That's always how we kind of identify that we're on to something.

I would say all of these things can be characterized by like a singular champion on the other side of the table that gets it, that believes in it, that wants to shepherd it.

Actually, you mentioned Sham.

He talks a lot about this kind of like heroism, like it actually comes down to a single person in government a lot of times.

Same experience for us.

If you do it right, it kind of tracks similarly, you know, the first year's low dollar spend, but there's a lot of learning and you sort of jump from, I tend to use this like lily pad example, you kind of jump from pad to pad.

And this is what I mean by the 600 contracts in between the 20 that matter.

You're basically jumping from contract to contract, trying to figure out, do I have it right?

Is the customer excited?

Are they telling me things?

Do we keep going?

Do we keep spending?

And ultimately the thing you're trying to jump at is something very large.

Yeah, there's a lot of ways to look at our business, but one way I think you hit on it is we've been very good at allocating capital.

We basically guess right most of the time.

If you do this correctly, you have enough data to develop conviction to open the tap.

And so I think in the beginning, we were working in areas where if we made a mistake, we weren't too far in on spend that if we pulled back, it wasn't a disaster for the company.

I think a lot of the stuff we're building now is quite sizable and expensive.

And so you're looking for certain proof points along the way.

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