Zach Perret

MARK MANDELMANN There have been a few. One of them was transformational, where a VC came in and said, we had a round that was falling apart for very unrelated reasons. They came in and said, look, we're going to stand behind this. We're actually going to give you more money at a higher valuation. And it's going to meaningfully change the trajectory of the company

MARK MANDELMANN There have been a few. One of them was transformational, where a VC came in and said, we had a round that was falling apart for very unrelated reasons. They came in and said, look, we're going to stand behind this. We're actually going to give you more money at a higher valuation. And it's going to meaningfully change the trajectory of the company

MARK MANDELMANN There have been a few. One of them was transformational, where a VC came in and said, we had a round that was falling apart for very unrelated reasons. They came in and said, look, we're going to stand behind this. We're actually going to give you more money at a higher valuation. And it's going to meaningfully change the trajectory of the company

there was some risk on the round that kind of came up mid-round and they were like, no, we believe so, so deeply in the company. And so like that decision to invest at the right time, like made a huge difference. Who was that? That was NEA. Like they, I think the world of them and like the way that they handle that situation was truly incredible.

there was some risk on the round that kind of came up mid-round and they were like, no, we believe so, so deeply in the company. And so like that decision to invest at the right time, like made a huge difference. Who was that? That was NEA. Like they, I think the world of them and like the way that they handle that situation was truly incredible.

there was some risk on the round that kind of came up mid-round and they were like, no, we believe so, so deeply in the company. And so like that decision to invest at the right time, like made a huge difference. Who was that? That was NEA. Like they, I think the world of them and like the way that they handle that situation was truly incredible.

This is not like who walked away, so they'll be thrilled. Rick Yang, amazing.

This is not like who walked away, so they'll be thrilled. Rick Yang, amazing.

This is not like who walked away, so they'll be thrilled. Rick Yang, amazing.

Most of the stuff that the VCs tell you, don't do it. That's not to say like totally ignore them or like tell them they're wrong.

Most of the stuff that the VCs tell you, don't do it. That's not to say like totally ignore them or like tell them they're wrong.

Most of the stuff that the VCs tell you, don't do it. That's not to say like totally ignore them or like tell them they're wrong.

The OKR stuff, like putting OKRs in a business way too early is totally wrong. Putting revenue metrics on a company before they've achieved product market fit, totally wrong. Like encouraging founders to like, I mean, this was addressed in the founder mode post that we talked about, but encouraging people to like hire great execs and then like let them have space, totally wrong.

The OKR stuff, like putting OKRs in a business way too early is totally wrong. Putting revenue metrics on a company before they've achieved product market fit, totally wrong. Like encouraging founders to like, I mean, this was addressed in the founder mode post that we talked about, but encouraging people to like hire great execs and then like let them have space, totally wrong.

The OKR stuff, like putting OKRs in a business way too early is totally wrong. Putting revenue metrics on a company before they've achieved product market fit, totally wrong. Like encouraging founders to like, I mean, this was addressed in the founder mode post that we talked about, but encouraging people to like hire great execs and then like let them have space, totally wrong.

Don't like micromanage them too much, but like stay close. You need to stay in the details. You need to understand what's going on.

Don't like micromanage them too much, but like stay close. You need to stay in the details. You need to understand what's going on.

Don't like micromanage them too much, but like stay close. You need to stay in the details. You need to understand what's going on.

So many things. We were talking about experience. I've been proven time and time again that hiring for experience in certain pockets where deep industry expertise matters is really, really important. And so that's been just really in my face a couple of times. What technology or advancement is most underrated?

So many things. We were talking about experience. I've been proven time and time again that hiring for experience in certain pockets where deep industry expertise matters is really, really important. And so that's been just really in my face a couple of times. What technology or advancement is most underrated?