Nico Laqua

speaker

1,048 appearances 2 recordings 2 series first heard May 2026 last heard 30 May

Nico Laqua’s voice in public audio — every appearance, attributed to the second.

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recordings per month · last 12 months

Recordings per month over the last 12 months — 2 in all, peaking in May 2026 with 2.

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The Twenty Minute VC (20VC): Venture Capital | Startup Funding | The Pitch · 20VC: Corgi Insurance: The Most Intense Workplace Culture in America: 7 Days Per Week, Founder Sleeps in Office, Corgi Cafe Open 24 Hours a Day, 60% of First 30 Employees Have Corgi Tattoos | The Journey from $0 to $2.6BN Valuation in Just 2 Years · 30 May 2026 podcast

So universities, I suppose, the point is to give a credential that carries some legitimacy.

Otherwise, you wouldn't do it.

You know, you can learn all the material online, you can learn all the material with an LLM much better than you can from some professor.

But I don't think the credential of a university actually conveys the legitimacy that it ought to.

I think it's a bit too naked, you know, and on the nose.

Yeah, I mean, he also says, do you want to be liked or do you want to win?

So I think if you talk to a lot of founders, there's often a perception that capital is fungible.

And what we're seeing with kind of the perception of funds and the idea of value-add and tiers of investors is that perhaps capital isn't so fungible after all.

Apple was invested in by Sequoia, but I think it'd be very unlikely that Steve Jobs would ever go flexing that Apple was a Sequoia company.

You know, that would feel very strange.

That'd be very unusual.

But now, you know, it's not unusual when describing a company, say it's a Tier 1 company or it's a YC company or it's this company or that company, with the descriptor being their investors, to signify something about the way that the company, you know, acts or ought to be.

And it's a bit unusual because people will say that out of one side of their mouth, then the other side of their mouth, they'll acknowledge that when they invest in companies, they can't do anything about their investment.

If the team's incompetent or if they're making bad decisions, then that's a really hard thing to solve.

If you're solving the most important problems or if you want to like dream big and like scale up your ambition,

Whatever you can get done in five days, I promise you you'll get more done in six and seven and so on and so forth.

And I think that, like, if you're doing a startup and you're serious about it and you want to win, you want to do the biggest possible things, you want a sense of community and camaraderie and have, you know, brothers and sisters in arms with the people you're working with, then, you know, you should go all out.

You shouldn't do the, you know, half-assing it.

Five days, why not four or three or two or one, right?

I think you should just, if you're doing something, you should do it properly.

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