Nabeel Hyatt

It was all about figuring out all of the puzzles needed to hire 100 associates to do all of the work to figure out exactly the right SAS metrics and then grind it all out. And no one has any idea what a model is even going to do in a week. So I don't know how that isn't a mystery. And so I think you have to build a firm with that set of talent.

Yeah. And something will happen again in three months. You know that.

Yeah. And something will happen again in three months. You know that.

Yeah. And something will happen again in three months. You know that.

The show? 10 years. Yeah. So I've been a VC for a little bit over 10 years. So we're in the same generation in the sense of trying to think about unpacking this puzzle. I was a founder beforehand. I would say the early stages of venture capital, the real early stages of venture capital, if we think about the beginning of Sequoia and so on, that was all mysteries, man. That wasn't puzzles.

The show? 10 years. Yeah. So I've been a VC for a little bit over 10 years. So we're in the same generation in the sense of trying to think about unpacking this puzzle. I was a founder beforehand. I would say the early stages of venture capital, the real early stages of venture capital, if we think about the beginning of Sequoia and so on, that was all mysteries, man. That wasn't puzzles.

The show? 10 years. Yeah. So I've been a VC for a little bit over 10 years. So we're in the same generation in the sense of trying to think about unpacking this puzzle. I was a founder beforehand. I would say the early stages of venture capital, the real early stages of venture capital, if we think about the beginning of Sequoia and so on, that was all mysteries, man. That wasn't puzzles.

And so I think the truth is, it may sound incredibly old school, but it's going back to the way things were really done before. It is an artisanal business. There's a reason it's an artisanal business. And that's because. But do you actually think so?

And so I think the truth is, it may sound incredibly old school, but it's going back to the way things were really done before. It is an artisanal business. There's a reason it's an artisanal business. And that's because. But do you actually think so?

And so I think the truth is, it may sound incredibly old school, but it's going back to the way things were really done before. It is an artisanal business. There's a reason it's an artisanal business. And that's because. But do you actually think so?

Yeah, it is. I am not saying that if you built an awesome strategy to dominate the world and therefore you're probably regarded as like a tier one brand or whatever you were four years ago, you're probably dead without completely changing. And that was exactly the right strategy for that era. You go tick down the box. We were kind of like in late stage capitalism for startups.

Yeah, it is. I am not saying that if you built an awesome strategy to dominate the world and therefore you're probably regarded as like a tier one brand or whatever you were four years ago, you're probably dead without completely changing. And that was exactly the right strategy for that era. You go tick down the box. We were kind of like in late stage capitalism for startups.

Yeah, it is. I am not saying that if you built an awesome strategy to dominate the world and therefore you're probably regarded as like a tier one brand or whatever you were four years ago, you're probably dead without completely changing. And that was exactly the right strategy for that era. You go tick down the box. We were kind of like in late stage capitalism for startups.

Everything was red ocean. And so it was all about optimization and speed and like minor arbitrages. We are now in a world where you need rampant creativity inside of an org. All of it is in the nuances. And so you need to build a firm that can kind of like grok to that.

Everything was red ocean. And so it was all about optimization and speed and like minor arbitrages. We are now in a world where you need rampant creativity inside of an org. All of it is in the nuances. And so you need to build a firm that can kind of like grok to that.

Everything was red ocean. And so it was all about optimization and speed and like minor arbitrages. We are now in a world where you need rampant creativity inside of an org. All of it is in the nuances. And so you need to build a firm that can kind of like grok to that.

No, you know this cycle because the cycle in VC evolution is like horribly, horribly slow because it also loops back to LPs. They don't get to act on their own, right? They don't get to just like make a decision tomorrow. They have to go back and raise another fund against a new mandate, which probably requires like, I don't know, maybe you turn over half the team, three.

No, you know this cycle because the cycle in VC evolution is like horribly, horribly slow because it also loops back to LPs. They don't get to act on their own, right? They don't get to just like make a decision tomorrow. They have to go back and raise another fund against a new mandate, which probably requires like, I don't know, maybe you turn over half the team, three.

No, you know this cycle because the cycle in VC evolution is like horribly, horribly slow because it also loops back to LPs. They don't get to act on their own, right? They don't get to just like make a decision tomorrow. They have to go back and raise another fund against a new mandate, which probably requires like, I don't know, maybe you turn over half the team, three.

LPs want stability at a time when there's rapid change, so it's the wrong market fit. You have to ask, who's the person making that decision at that firm? So if they were sitting on all the wonderful, amazing B2B SaaS markups from four years ago, and so now they're the head honcho at that place, do you think they're really making this call?