Nabeel Hyatt

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?

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?

I think you need to think like a founder. I think you need to be okay with a small team that makes subjective bets and think about the craft of what a founder needs today, which is that, honestly, what a founder needed four years ago was a lot of playbooks. You needed every single arbitrage-y, simple way to make everything move a little bit faster.

I think you need to think like a founder. I think you need to be okay with a small team that makes subjective bets and think about the craft of what a founder needs today, which is that, honestly, what a founder needed four years ago was a lot of playbooks. You needed every single arbitrage-y, simple way to make everything move a little bit faster.

I think you need to think like a founder. I think you need to be okay with a small team that makes subjective bets and think about the craft of what a founder needs today, which is that, honestly, what a founder needed four years ago was a lot of playbooks. You needed every single arbitrage-y, simple way to make everything move a little bit faster.

The conversations I have founders calling me about now, after a board meeting, before a board meeting, they are all unknowables. They are all trying to figure out, what is the new user experience that I should use when models go multimodal? And there are explorations that not necessarily I have the answer for. They're not coming to me for answers. It's a sounding board, right?

The conversations I have founders calling me about now, after a board meeting, before a board meeting, they are all unknowables. They are all trying to figure out, what is the new user experience that I should use when models go multimodal? And there are explorations that not necessarily I have the answer for. They're not coming to me for answers. It's a sounding board, right?

The conversations I have founders calling me about now, after a board meeting, before a board meeting, they are all unknowables. They are all trying to figure out, what is the new user experience that I should use when models go multimodal? And there are explorations that not necessarily I have the answer for. They're not coming to me for answers. It's a sounding board, right?

And they need a sounding board of board members that are actually using their products and actually have a curiosity to use the rest of AI products and get more native instead of just watching Twitter and looking at markups.

And they need a sounding board of board members that are actually using their products and actually have a curiosity to use the rest of AI products and get more native instead of just watching Twitter and looking at markups.

And they need a sounding board of board members that are actually using their products and actually have a curiosity to use the rest of AI products and get more native instead of just watching Twitter and looking at markups.

Can I push back a little bit or step up one level from even that? I think why did these simple heuristics of revenue, you can pick one, you have to hit 10 million. You can pick another set of metrics or dashboards that turn green so that you can get your partnership to agree to let you go do the thing you really want to go do. How did those things evolve?

Can I push back a little bit or step up one level from even that? I think why did these simple heuristics of revenue, you can pick one, you have to hit 10 million. You can pick another set of metrics or dashboards that turn green so that you can get your partnership to agree to let you go do the thing you really want to go do. How did those things evolve?

Can I push back a little bit or step up one level from even that? I think why did these simple heuristics of revenue, you can pick one, you have to hit 10 million. You can pick another set of metrics or dashboards that turn green so that you can get your partnership to agree to let you go do the thing you really want to go do. How did those things evolve?

Because that's not how partnerships were 20 years ago. So why did that happen? That happened because you added people to the partnership. You have to look at the core of the org and then work downstream from that. What happens is if you take a room which used to have seven partners and that room becomes 25 partners or 30 partners or 500 partners at a certain set of firms, like what really happens?

Because that's not how partnerships were 20 years ago. So why did that happen? That happened because you added people to the partnership. You have to look at the core of the org and then work downstream from that. What happens is if you take a room which used to have seven partners and that room becomes 25 partners or 30 partners or 500 partners at a certain set of firms, like what really happens?

Because that's not how partnerships were 20 years ago. So why did that happen? That happened because you added people to the partnership. You have to look at the core of the org and then work downstream from that. What happens is if you take a room which used to have seven partners and that room becomes 25 partners or 30 partners or 500 partners at a certain set of firms, like what really happens?

And I think the industry today is run basically by principals, associates, and junior GPs. That incentive system is what we're all swimming in, which did not exist 20 years ago. Why does that matter? Because what does a principal want? Well, a principal is not actually waiting for an exit. They just want a promotion, man. Like they just want to move up the ladder.

And I think the industry today is run basically by principals, associates, and junior GPs. That incentive system is what we're all swimming in, which did not exist 20 years ago. Why does that matter? Because what does a principal want? Well, a principal is not actually waiting for an exit. They just want a promotion, man. Like they just want to move up the ladder.

And I think the industry today is run basically by principals, associates, and junior GPs. That incentive system is what we're all swimming in, which did not exist 20 years ago. Why does that matter? Because what does a principal want? Well, a principal is not actually waiting for an exit. They just want a promotion, man. Like they just want to move up the ladder.