Shardul Shah

They can really benefit from multiple perspectives. I have the opportunity if I deliver value and if the company performs, to increase my ownership over time. And so I give that optionality to founders, which I think is actually super different, but I think is far more critical in development of a company than thinking about signaling. So I love that.

I think the hardest sleeve to accommodate is actually the seed fund, right? Because different folks have different philosophies. I've come across a number of folks that I really respect who are pretty rigid on, I need to have this ownership because I'm going to get diluted. And so, we tend to have a lot more flexibility than seed funds. Angels Operators is probably the most flexible.

I think the hardest sleeve to accommodate is actually the seed fund, right? Because different folks have different philosophies. I've come across a number of folks that I really respect who are pretty rigid on, I need to have this ownership because I'm going to get diluted. And so, we tend to have a lot more flexibility than seed funds. Angels Operators is probably the most flexible.

I think the hardest sleeve to accommodate is actually the seed fund, right? Because different folks have different philosophies. I've come across a number of folks that I really respect who are pretty rigid on, I need to have this ownership because I'm going to get diluted. And so, we tend to have a lot more flexibility than seed funds. Angels Operators is probably the most flexible.

I definitely don't encourage founders to have a party round. It ends up being an exercise of herding cats. So tend to be very selective around a few functional leaders, for example, kind of like what you do with your fund strategy in order to support a company in different phases of its development.

I definitely don't encourage founders to have a party round. It ends up being an exercise of herding cats. So tend to be very selective around a few functional leaders, for example, kind of like what you do with your fund strategy in order to support a company in different phases of its development.

I definitely don't encourage founders to have a party round. It ends up being an exercise of herding cats. So tend to be very selective around a few functional leaders, for example, kind of like what you do with your fund strategy in order to support a company in different phases of its development.

Yeah, I think about different kind of flavors, like There might be a chunk for rainy day, like someone who you don't expect or anticipate to call frequently, but when you really need something, they'll be there for you. Second, distribution, product, engineering, like take expertise that you really need. Don't take money from customers, right? It's fraught with a conflict of interest.

Yeah, I think about different kind of flavors, like There might be a chunk for rainy day, like someone who you don't expect or anticipate to call frequently, but when you really need something, they'll be there for you. Second, distribution, product, engineering, like take expertise that you really need. Don't take money from customers, right? It's fraught with a conflict of interest.

Yeah, I think about different kind of flavors, like There might be a chunk for rainy day, like someone who you don't expect or anticipate to call frequently, but when you really need something, they'll be there for you. Second, distribution, product, engineering, like take expertise that you really need. Don't take money from customers, right? It's fraught with a conflict of interest.

And then more to your original question, limit the number of people. I tend not to give advice on the size of the check.

And then more to your original question, limit the number of people. I tend not to give advice on the size of the check.

And then more to your original question, limit the number of people. I tend not to give advice on the size of the check.

Nice. I think the hardest competency to develop is winning. I think the sourcing competency is nuanced because we're rifle shooters. I'm not actually aiming to see every single opportunity on the planet. If I were, I would construct index in a completely different way, right? I'd have an army or maybe a huge data science team. That's not the goal.

Nice. I think the hardest competency to develop is winning. I think the sourcing competency is nuanced because we're rifle shooters. I'm not actually aiming to see every single opportunity on the planet. If I were, I would construct index in a completely different way, right? I'd have an army or maybe a huge data science team. That's not the goal.

Nice. I think the hardest competency to develop is winning. I think the sourcing competency is nuanced because we're rifle shooters. I'm not actually aiming to see every single opportunity on the planet. If I were, I would construct index in a completely different way, right? I'd have an army or maybe a huge data science team. That's not the goal.

So I think about these competencies perhaps in a different way than others. But if I could wave a magic wand, I'd be great at all three. So why are you best and why are you worst, Shado? I'm probably the best at winning, where I spend the most time thinking about is how can I become better at supporting entrepreneurs?

So I think about these competencies perhaps in a different way than others. But if I could wave a magic wand, I'd be great at all three. So why are you best and why are you worst, Shado? I'm probably the best at winning, where I spend the most time thinking about is how can I become better at supporting entrepreneurs?

So I think about these competencies perhaps in a different way than others. But if I could wave a magic wand, I'd be great at all three. So why are you best and why are you worst, Shado? I'm probably the best at winning, where I spend the most time thinking about is how can I become better at supporting entrepreneurs?

Well, I'm glad they said that. Good luck. You know, look, I think there's, of course, a merit to it. Like if you think about MailChimp, beautiful business, bootstrap, never raised a single dollar, phenomenal founder, great outcome. On the other hand, in very few strategic moments, I think having a valuable board is terrific. That board member may be an investor or could be an independent, right?