Nabeel Hyatt

know that the Brita filter version of investing is the right way to evaluate, or at least I'm not executing the way that I want to do my job and the way that I think my partners should do their jobs together in that kind of like trying to win the coverage game. What's the Brita filter of investing?

You know, take all the founders, put them in the top, and then you hope you sift out a handful of the good ones at the bottom. And that's a very inbound inbox oriented view of the world.

You know, take all the founders, put them in the top, and then you hope you sift out a handful of the good ones at the bottom. And that's a very inbound inbox oriented view of the world.

You know, take all the founders, put them in the top, and then you hope you sift out a handful of the good ones at the bottom. And that's a very inbound inbox oriented view of the world.

And if you do that, then your job is to tweet as much as humanly possible, market as much as humanly possible, bring everything into the top of the filter, and then do a really, really fast job filtering this incredible amount of inbound in order to be very, I would say, call it like transactional nature.

And if you do that, then your job is to tweet as much as humanly possible, market as much as humanly possible, bring everything into the top of the filter, and then do a really, really fast job filtering this incredible amount of inbound in order to be very, I would say, call it like transactional nature.

And if you do that, then your job is to tweet as much as humanly possible, market as much as humanly possible, bring everything into the top of the filter, and then do a really, really fast job filtering this incredible amount of inbound in order to be very, I would say, call it like transactional nature.

Get through the funnel as quickly as possible, say no as quickly as possible to move on to the next one.

Get through the funnel as quickly as possible, say no as quickly as possible to move on to the next one.

Get through the funnel as quickly as possible, say no as quickly as possible to move on to the next one.

Have you had to change? No. I also think I was really badly shaped to be an investor in 2021. I mean, I think we got lucky. Spark was started in the early Web 2.0 era, like right at that age, in the same cohort as USV and Benchmark 2.0 at the beginning of the girly era, and a handful of other firms that I think all treated mobile really well and did mobile really well, which felt similar.

Have you had to change? No. I also think I was really badly shaped to be an investor in 2021. I mean, I think we got lucky. Spark was started in the early Web 2.0 era, like right at that age, in the same cohort as USV and Benchmark 2.0 at the beginning of the girly era, and a handful of other firms that I think all treated mobile really well and did mobile really well, which felt similar.

Have you had to change? No. I also think I was really badly shaped to be an investor in 2021. I mean, I think we got lucky. Spark was started in the early Web 2.0 era, like right at that age, in the same cohort as USV and Benchmark 2.0 at the beginning of the girly era, and a handful of other firms that I think all treated mobile really well and did mobile really well, which felt similar.

You didn't know what the metrics were supposed to be. It was a wide open, crazy world. And you're like looking at something that was maybe a fart app in the morning and then Uber in the afternoon. Like it was an insane situation. I think our DNA was very fixed by that. Our values were set by that navigation.

You didn't know what the metrics were supposed to be. It was a wide open, crazy world. And you're like looking at something that was maybe a fart app in the morning and then Uber in the afternoon. Like it was an insane situation. I think our DNA was very fixed by that. Our values were set by that navigation.

You didn't know what the metrics were supposed to be. It was a wide open, crazy world. And you're like looking at something that was maybe a fart app in the morning and then Uber in the afternoon. Like it was an insane situation. I think our DNA was very fixed by that. Our values were set by that navigation.

And I'll be the first to say that I don't know that we navigated the B2B SaaS era four years ago, this kind of industrialization. We didn't do the things that a lot of our peer firms did. We had been very successful. We could have very easily raised $5 billion. We could have very easily tripled or quadrupled the size of the team. We didn't do that. We stayed seven people, six people partnership.

And I'll be the first to say that I don't know that we navigated the B2B SaaS era four years ago, this kind of industrialization. We didn't do the things that a lot of our peer firms did. We had been very successful. We could have very easily raised $5 billion. We could have very easily tripled or quadrupled the size of the team. We didn't do that. We stayed seven people, six people partnership.

And I'll be the first to say that I don't know that we navigated the B2B SaaS era four years ago, this kind of industrialization. We didn't do the things that a lot of our peer firms did. We had been very successful. We could have very easily raised $5 billion. We could have very easily tripled or quadrupled the size of the team. We didn't do that. We stayed seven people, six people partnership.

We all write checks. We all do work with our founders. We like the service work. I would argue that made our job a lot harder four or five years ago, to be honest. And it makes it a lot easier now because we feel very well shaped for this phase.