Narayan Chowdhury

Still, you do have, I'll say two things about kind of referencing and funnel building.

And that is that for us, it has to be continuous.

Meaning like we really, it happens, but we really hate to be in situations where

we hear about a platform or a team or some opportunity really completely out of the blue.

Usually you would have liked, oh yeah, we knew they were spinning out or yeah, we knew their deals.

We knew that she led Pinterest when she was, we knew some of that person's work here.

One of the harder things in venture is

You really can't be reactive.

You kind of always have to be every day in the market talking to your founder friends and your VC friends about interesting product, interesting spaces, what events, what hackathon.

I want to soak in all of these disparate pieces of information about how things are being built and how things are growing.

attaching names to those stories and you build this giant graph of, okay, I'm waiting for this thing to happen.

There's actually a very recent concrete example of this with a group called BrightMind in the cybersecurity space.

where we knew that we've been feeling for a long time that cyber is a space that benefits specialists.

The way those founder communities, the way they're sold, it's not as accessible to generalists.

Sure, there are some, but even at the generalist firms, there tend to be partners who specialize in cyber.

There are people preferences in cyber, kind of like how there is in drug discovery as well.

What do you mean by that?

Meaning I'm used to working with these sorts of

I'll overweight somebody who's taken a drug through or somebody who's sold a SIEM product that I know has worked.

People lean on heuristics, I would say, which are self-reinforcing then for the type of people involved in those spaces.