Nabeel Hyatt

And again, I just say they're setting their bar too low. That's the bottom line. Like they're settling for mediocrity because they're afraid of risk.

Hopefully you have had many, many conversations before you get to that point. When I use a word like service or falling in love with a founder or being dedicated or loyal, that doesn't not come with tough love. That doesn't not come. You use the marriage analogy. If you're just smiling all the way through marriage, you're not executing it right. You need to have tough conversations.

Hopefully you have had many, many conversations before you get to that point. When I use a word like service or falling in love with a founder or being dedicated or loyal, that doesn't not come with tough love. That doesn't not come. You use the marriage analogy. If you're just smiling all the way through marriage, you're not executing it right. You need to have tough conversations.

Hopefully you have had many, many conversations before you get to that point. When I use a word like service or falling in love with a founder or being dedicated or loyal, that doesn't not come with tough love. That doesn't not come. You use the marriage analogy. If you're just smiling all the way through marriage, you're not executing it right. You need to have tough conversations.

And so, yeah, sometimes you're having a tough conversation that you feel like that person has lost their way. When they've lost their way, what did you not see that you should have seen? It hasn't gone well for mostly two reasons. The first is that they're conflict avoidant, and I didn't pick up on it early enough.

And so, yeah, sometimes you're having a tough conversation that you feel like that person has lost their way. When they've lost their way, what did you not see that you should have seen? It hasn't gone well for mostly two reasons. The first is that they're conflict avoidant, and I didn't pick up on it early enough.

And so, yeah, sometimes you're having a tough conversation that you feel like that person has lost their way. When they've lost their way, what did you not see that you should have seen? It hasn't gone well for mostly two reasons. The first is that they're conflict avoidant, and I didn't pick up on it early enough.

And it's very hard to pick up on early because you're going through a period where ideally you love them, they love you. There's not that much conflict, maybe until late term sheet or something like that, but like there's not that much conflict. And then you go through 25 conflicts in the first month of the company or three months of the company, and you realize that they're conflict avoidant.

And it's very hard to pick up on early because you're going through a period where ideally you love them, they love you. There's not that much conflict, maybe until late term sheet or something like that, but like there's not that much conflict. And then you go through 25 conflicts in the first month of the company or three months of the company, and you realize that they're conflict avoidant.

And it's very hard to pick up on early because you're going through a period where ideally you love them, they love you. There's not that much conflict, maybe until late term sheet or something like that, but like there's not that much conflict. And then you go through 25 conflicts in the first month of the company or three months of the company, and you realize that they're conflict avoidant.

They're not facing the problems of that company because every company has a thousand problems, obviously. That's the first one. You try to read for it, but you can get it wrong. The second one is that every founder is like, this is one of those things that I did not have as a framework 10 years ago. But after you make a bunch of mistakes and you look back on things, they can become more clear.

They're not facing the problems of that company because every company has a thousand problems, obviously. That's the first one. You try to read for it, but you can get it wrong. The second one is that every founder is like, this is one of those things that I did not have as a framework 10 years ago. But after you make a bunch of mistakes and you look back on things, they can become more clear.

They're not facing the problems of that company because every company has a thousand problems, obviously. That's the first one. You try to read for it, but you can get it wrong. The second one is that every founder is like, this is one of those things that I did not have as a framework 10 years ago. But after you make a bunch of mistakes and you look back on things, they can become more clear.

Every founder you want to move really, really fast. We all talk about execution speed. You can imagine somebody on the very, very far end of execution speed. We also want them to have taste and judgment. We also want them to be, especially in the world of AI, only taste is going to matter in the future because execution is just going to happen, right? So these two things are directly in conflict.

Every founder you want to move really, really fast. We all talk about execution speed. You can imagine somebody on the very, very far end of execution speed. We also want them to have taste and judgment. We also want them to be, especially in the world of AI, only taste is going to matter in the future because execution is just going to happen, right? So these two things are directly in conflict.

Every founder you want to move really, really fast. We all talk about execution speed. You can imagine somebody on the very, very far end of execution speed. We also want them to have taste and judgment. We also want them to be, especially in the world of AI, only taste is going to matter in the future because execution is just going to happen, right? So these two things are directly in conflict.

If you are always the shoot first, ask questions later person, you probably are not really deeply introspective about the choices that you're making. You're just shiny penny running after whatever happened on Twitter yesterday. And if you are deeply, deeply, deeply full of taste, you didn't ship anything like you just sat navel gazing forever trying to find the perfect thing.

If you are always the shoot first, ask questions later person, you probably are not really deeply introspective about the choices that you're making. You're just shiny penny running after whatever happened on Twitter yesterday. And if you are deeply, deeply, deeply full of taste, you didn't ship anything like you just sat navel gazing forever trying to find the perfect thing.

If you are always the shoot first, ask questions later person, you probably are not really deeply introspective about the choices that you're making. You're just shiny penny running after whatever happened on Twitter yesterday. And if you are deeply, deeply, deeply full of taste, you didn't ship anything like you just sat navel gazing forever trying to find the perfect thing.

And so the casting for a founder needs to match the opportunity of that startup. You have to have good taste, especially in this world, and you have to be very fast. But where you are on that spectrum is incredibly illuminating. You mentioned earlier you were looking at a company that was like very, very competitive and of 35. Should I invest in this thing? It's like, well,