Mike Lazerow

And then we went to New York and did the same thing on aunt booze couch and her pull out Murphy bed that came out of the wall of this 800 square foot apartment with the two of us in one bed and Mike Casper on the couch. And what we had done is we were transparent with our employees the whole time. We didn't hide this, right? As soon as we got the news, we got everyone together.

We said, listen, there's nothing about what we're about to say that is good. So this is news that we just heard. We are empowering you with it. We're going to be fully transparent. And they stuck with us for three months while we raised the money, they went without pay. We then did back pay.

We said, listen, there's nothing about what we're about to say that is good. So this is news that we just heard. We are empowering you with it. We're going to be fully transparent. And they stuck with us for three months while we raised the money, they went without pay. We then did back pay.

We said, listen, there's nothing about what we're about to say that is good. So this is news that we just heard. We are empowering you with it. We're going to be fully transparent. And they stuck with us for three months while we raised the money, they went without pay. We then did back pay.

We grew that business, sold it for $25 million in 2005 to Time Warner, which is how we got to New York, which then led to our next ventures and eight in total. And entrepreneurs are entrepreneurs. You get up, the sun rises, you shovel, sun goes down, you shovel a little more while it's dark, and then you get up and do it again.

We grew that business, sold it for $25 million in 2005 to Time Warner, which is how we got to New York, which then led to our next ventures and eight in total. And entrepreneurs are entrepreneurs. You get up, the sun rises, you shovel, sun goes down, you shovel a little more while it's dark, and then you get up and do it again.

We grew that business, sold it for $25 million in 2005 to Time Warner, which is how we got to New York, which then led to our next ventures and eight in total. And entrepreneurs are entrepreneurs. You get up, the sun rises, you shovel, sun goes down, you shovel a little more while it's dark, and then you get up and do it again.

We look at raising money and managing a board as managing any relationship that's important to you. When you show up to raise money, ideally you have provided some value beforehand. You have a relationship. They know who you are. They have a sense of your credentials, meaning who do you surround yourself? What have you done? Investors don't really care where you went to school.

We look at raising money and managing a board as managing any relationship that's important to you. When you show up to raise money, ideally you have provided some value beforehand. You have a relationship. They know who you are. They have a sense of your credentials, meaning who do you surround yourself? What have you done? Investors don't really care where you went to school.

We look at raising money and managing a board as managing any relationship that's important to you. When you show up to raise money, ideally you have provided some value beforehand. You have a relationship. They know who you are. They have a sense of your credentials, meaning who do you surround yourself? What have you done? Investors don't really care where you went to school.

They care about what you've done and who you've worked with. Obviously, whether you've won or not and so if we look at our most transformative fundraisings and board members, these are people who we built relationships with in many cases over many years.

They care about what you've done and who you've worked with. Obviously, whether you've won or not and so if we look at our most transformative fundraisings and board members, these are people who we built relationships with in many cases over many years.

They care about what you've done and who you've worked with. Obviously, whether you've won or not and so if we look at our most transformative fundraisings and board members, these are people who we built relationships with in many cases over many years.

People like Howard Linzen, early stage investor and Roger Ehrenberg, the SoftBank team who was based in New York at the time, Graycroft, these are firms and individuals who knew us and so by the time we showed up to pitch an investment, They were at least wanted to lean in, not necessarily do the deal.

People like Howard Linzen, early stage investor and Roger Ehrenberg, the SoftBank team who was based in New York at the time, Graycroft, these are firms and individuals who knew us and so by the time we showed up to pitch an investment, They were at least wanted to lean in, not necessarily do the deal.

People like Howard Linzen, early stage investor and Roger Ehrenberg, the SoftBank team who was based in New York at the time, Graycroft, these are firms and individuals who knew us and so by the time we showed up to pitch an investment, They were at least wanted to lean in, not necessarily do the deal.

And way too many founders and really way too many business people look at everything as transactional. So what can they do for me? We always ask, what can we do for you? And that has gotten us so much more in return, I think, than we've ever given, even though we've given a lot. But if you have a give mentality, which you've talked about, the rest takes care of itself.

And way too many founders and really way too many business people look at everything as transactional. So what can they do for me? We always ask, what can we do for you? And that has gotten us so much more in return, I think, than we've ever given, even though we've given a lot. But if you have a give mentality, which you've talked about, the rest takes care of itself.

And way too many founders and really way too many business people look at everything as transactional. So what can they do for me? We always ask, what can we do for you? And that has gotten us so much more in return, I think, than we've ever given, even though we've given a lot. But if you have a give mentality, which you've talked about, the rest takes care of itself.

Yes. So the whole idea behind the book Shoveling Shit, A Love Story is not that it's just miserable and suffering, which it is. Starting a company is lonely, a lot of work. If you just want an easy day, just get a job, sit down from nine to five, do something, go home, you could leave it at work. Entrepreneurs don't leave it at work. At the same time, there is purpose that is found in work.