正在加载视频...

视频加载失败

Asked Rudy Gobert about how he calculates risk when dropping back in coverage and how much of his job defensively is like a math equation. "You gotta understand that you can't stop everything... I think the main advantage of having me in a drop is to allow my teammates...

198,045 次观看 • 4 个月前 •via X (Twitter)

0 条评论

暂无评论

原始帖子的评论将显示在这里

相关视频

A visibly frustrated Tom Brady shares how much he “hates” the NFL’s fine system. He asks what kind of job says: “Hey, we’re going to take your salary away” when you make a mistake. He also can’t stand that some fans cheer when players get slapped with $100,000 fines. “I hate the fact that you sign a contract for $2 million a year, $5 million a year, and it’s so easy for someone to say, ‘Give me $75,000,’ ‘Give me $50,000.’” “‘Oh, it’s your second offense? That’s $100,000.’ ‘That’s your third offense? $200,000.’” “What job is like that in the world? Where you make a mistake at your job, and they come, and they go, ‘Hey, we’re going to take your salary away.’” “And then people are like, ‘Yeah, you should take his salary away.’ And I’m like [throws his hands up in the air].” A visibly frustrated Tom Brady shares how much he “hates” the NFL’s fine system. He asks what kind of job says: “Hey, we’re going to take your salary away” when you make a mistake. He also can’t stand that some fans cheer when players get slapped with $100,000 fines. “I hate the fact that you sign a contract for $2 million a year, $5 million a year, and it’s so easy for someone to say, ‘Give me $75,000,’ ‘Give me $50,000.’” “‘Oh, it’s your second offense? That’s $100,000.’ ‘That’s your third offense? $200,000.’” “What job is like that in the world? Where you make a mistake at your job, and they come, and they go, ‘Hey, we’re going to take your salary away.’” “And then people are like, ‘Yeah, you should take his salary away.’ And I’m like [throws his hands up in the air].”

The Vigilant Fox 🦊

122,971 次观看 • 6 天前

The Onion Theory of Risk by Marc Andreessen: "I think the single biggest thing entrepreneurs are missing, both on fundraising and how they run their companies, is the relationship between risk and cash. The relationship between risk and raising cash, and then the relationship between risk and spending cash. So I've always been a fan of something that Andy Ratcliffe taught me years ago, which he called the onion theory of risk. Um, which basically is, you can think about a startup like on day one, um, as having every conceivable kind of risk, right? And you can basically just make a list of the risks. And so you've got, you know, founding team risk. You know, do the founders, are the founders gonna be able to work together? Do you have the right founders? You're gonna have product risk. You know, can you build a product? You'll have technical risk, right? Which is maybe you need a machine learning breakthrough or something to make it work. Are you gonna be able to do that? Um, you'll have, you know, launch risk. Will the launch go well? You'll have, you know, market acceptance risk. You'll have revenue risk. A big risk you get into in a lot of businesses that have a sales force is, can you actually sell the product for enough money to actually pay for the cost of sale? So you have the cost of sale risk. If you're a consumer product, you'll have a viral growth risk. Well, you get the thing of viral growth. And so, a startup at the very beginning is basically just this long list of risks. And then the way that I always think about running a startup is also the way I think about raising money, which is it's a process of peeling away layers of risk as you go. And so you raise seed money in order to peel away the first two or three risks. The founding team risk, the product risk, and maybe the initial launch risk. You raise the A round to peel away the next level of product risk. Maybe you peel away some recruiting risk because you get your full engineering team built. Maybe you peel away some customer risk because you get your first five beta customers. And so basically the way to think about it is you're peeling away risk as you go. You're peeling away risk by achieving milestones. And then as you achieve milestones, you're both making progress in your business, and you're justifying raising more capital. And so you come in, and you pitch somebody like us, and you say you're raising a B round. The best way to do that with us is you say, okay, I raised a seed round, I achieved these milestones, I eliminated these risks. I raised the A round, I achieved these milestones, and I eliminated these risks. Now I'm gonna raise a B round. Here are my milestones, here are my risks. And then by the time I go to raise a seed round, here's the state that I'll be in. And then you calibrate the amount of money that you raise to spend to the risks that you're pulling out of the business. And I go through all this, in a sense this sounds kind of obvious, but I go through all this because it's a systematic way to think about how the money gets raised and deployed. As compared to so much of what's happening, especially these days, which is just, my God, let me go raise as much money as I can. Let me go build the fancy offices, let me go hire as many people as I can, and just kind of hope for the best."

Founder Mode

106,870 次观看 • 6 个月前