Reza Satchu

speaker

340 appearances 1 recordings 1 series first heard Sep 2026 last heard 4d ago

Reza Satchu’s voice in public audio — every appearance, attributed to the second.

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Recordings per month over the last 12 months — 1 in all, peaking in Sep 2026 with 1.

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Motley Fool Hidden Gems Investing · Harvard's Judgment Professor: The Curse of Optionality, and the One Habit That Builds Better Judgment · 20 Sep 2026 podcast

And what you get as a founder is you get to actually articulate the narrative around that risk.

So from my perspective, I am always looking for someone, because when I get pitched and it's all sunshine and roses, I'm just like, this is ridiculous, okay?

But if I'm getting pitched by someone who, yes, believes it's inevitable, but is also talking about all the competitive threats and the technological issues and how they're gonna deal with it and what their plan is, knowing that it might change,

That to me is a much more authentic proposition and for me feels much more believable because they know what the issues are.

So just tell me what the issues are and let's figure out how you're going to solve them because there's no business without issues.

So I think I don't want to make it as trite as lead with the bad news.

I would just say that I do respect leaders.

who articulate in a very clear manner the inevitable risks that they're facing and take the opportunity to address them and have a real conversation about

job.

Yeah, so look, I think it's funny, right?

Because capital allocation at the core is the sharp edge of judgment, meaning that is where judgment is most shown by a CEO, right?

So meaning when we talk about how you evaluate it, what you just identified is how is it demonstrated from a CEO's perspective?

There's no better way

for you to evaluate a CEO's judgment than to see the capital allocation decisions they've made, okay?

So I think you've hit on exactly the point as to how we evaluate, like what is the metric we should look at

If we wanted to sort of evaluate judgment for a CEO, it's really these decisions around capital allocation.

It's probably the most important decision.

And so I think your point is exactly the right one, which is there has to be a timeframe that is not about keeping my job for the next quarter or hitting short-term results, but much more about how to actually build a business that long-term is going to be a great compounder of capital for the CEO and for me.

his or her investors.

And so I think the way to look at it is, I mean, there's no better way to evaluate judgment than to look at previous judgments that they've made.

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