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Jeff Bezos explains why the first thing to do before starting a company is write a business plan “That blank sheet of paper stage is one of the hardest stages. And one of the reasons it’s hard is because at that stage, there’s nobody counting on you but yourself....

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60,004 次观看 • 2 年前 •via X (Twitter)

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Startup Archive 的头像
Startup Archive2 年前

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Career Geek 🤓 | Career Soft Skills 的头像
Career Geek 🤓 | Career Soft Skills2 年前

Jeff is such a huge proponent of using writing to express your thoughts clearly. At Amazon, he abandoned PowerPoints and forced all meetings to have a clearly written six-page memo. At the start of the meeting, everyone would be handed the memo and read silently for 15 minutes.

Gennaro 的头像
Gennaro2 年前

“The business plan won’t survive its first encounters with reality”

Ozy 的头像
Ozy2 年前

This man is the most clear thinker and illustrator. His summation of actionable points and the after effect are on display when he communicates, he must be super fast at iterating thought.

Startup Archive 的头像
Startup Archive2 年前

This is one of my favorites:

Lily Davids 的头像
Lily Davids2 年前

Love the insights he shared

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Q: Does my startup need a business plan? In this clip from the Acquired podcast, NVIDIA founder & CEO Jensen Huang shares that he had no idea how to write a business plan when he first started the company. However, he believes business plans can be useful for teasing out important ideas before making the leap: “I think that the art of writing a business plan ought to be much, much shorter. It should force you to concisely answer: What is the problem you’re trying to solve? What is the unmet need you believe will emerge? And what is it that you’re going to do that is sufficiently hard that when everybody else finds out it’s a good idea, they’re not going to swarm it and make you obsolete?” Marc Andreessen echoes similar points in a separate interview: “The process of planning is very valuable for forcing you to think hard about what you’re doing, but the actual plan that results from it is probably useless. In particular, now that we’re VCs, we’re evaluating pitches and when people come in, we want to hear their plan and we want to hear it in some detail because we want to see that they can think about the entire thing end-to-end. And if their initial plan doesn’t make sense, then obviously there’s an issue because they’re not quite capable of fully thinking this through. But when you get somebody who comes in and they present you the perfect plan and everything is fully integrated and makes sense, all you know from that is that they can come up with a good plan—which is good! But the odds that will be the plan they succeed on is still very small.” In a Twitter thread last year, Paul Graham wrote: “I have never read a business plan or a balance sheet… The reason I don’t care about business plans is that I can learn more from 5 minutes of interrogating the founders than from 10 pages of fluff they’ve written.” The takeaway here is that plans are valuable but you probably shouldn’t spend six months writing some long document with extensive financial forecasts before getting started. Instead, concisely define the problem you’re trying to solve—ideally this is a problem you’ve experienced personally or have some connection to. Talk to potential customers to validate your core assumptions—is this problem even real or worth solving? And think hard about what makes you uniquely qualified to work on this problem and what your competitive advantage might be versus other entrepreneurs in your space. This is your business plan. Write it down if you need to—writing can be a good forcing function for clear thinking—but you don’t need an extensive, formal document with forecasts. The plan will probably change before the ink is dry. Your time will be better spent shipping a quick MVP to see if you can actually solve this problem for just one person. Once you have your first customers of any kind, you have a startup.
1:23

Q: Does my startup need a business plan? In this clip from the Acquired podcast, NVIDIA founder & CEO Jensen Huang shares that he had no idea how to write a business plan when he first started the company. However, he believes business plans can be useful for teasing out important ideas before making the leap: “I think that the art of writing a business plan ought to be much, much shorter. It should force you to concisely answer: What is the problem you’re trying to solve? What is the unmet need you believe will emerge? And what is it that you’re going to do that is sufficiently hard that when everybody else finds out it’s a good idea, they’re not going to swarm it and make you obsolete?” Marc Andreessen echoes similar points in a separate interview: “The process of planning is very valuable for forcing you to think hard about what you’re doing, but the actual plan that results from it is probably useless. In particular, now that we’re VCs, we’re evaluating pitches and when people come in, we want to hear their plan and we want to hear it in some detail because we want to see that they can think about the entire thing end-to-end. And if their initial plan doesn’t make sense, then obviously there’s an issue because they’re not quite capable of fully thinking this through. But when you get somebody who comes in and they present you the perfect plan and everything is fully integrated and makes sense, all you know from that is that they can come up with a good plan—which is good! But the odds that will be the plan they succeed on is still very small.” In a Twitter thread last year, Paul Graham wrote: “I have never read a business plan or a balance sheet… The reason I don’t care about business plans is that I can learn more from 5 minutes of interrogating the founders than from 10 pages of fluff they’ve written.” The takeaway here is that plans are valuable but you probably shouldn’t spend six months writing some long document with extensive financial forecasts before getting started. Instead, concisely define the problem you’re trying to solve—ideally this is a problem you’ve experienced personally or have some connection to. Talk to potential customers to validate your core assumptions—is this problem even real or worth solving? And think hard about what makes you uniquely qualified to work on this problem and what your competitive advantage might be versus other entrepreneurs in your space. This is your business plan. Write it down if you need to—writing can be a good forcing function for clear thinking—but you don’t need an extensive, formal document with forecasts. The plan will probably change before the ink is dry. Your time will be better spent shipping a quick MVP to see if you can actually solve this problem for just one person. Once you have your first customers of any kind, you have a startup.

Michael McGuiness

83,436 次观看 • 2 年前

NVDIA CEO Jensen Huang: Your startup doesn't need a business plan “I didn’t know how to write a business plan… Making a financial forecast that nobody knows is going to be right or wrong turns out to not be that important.” Jensen continues: “I think that the art of writing a business plan ought to be much, much shorter. It should force you to concisely answer: What is the problem you’re trying to solve? What is the unmet need you believe will emerge? And what is it that you’re going to do that is sufficiently hard that when everybody else finds out it’s a good idea, they’re not going to swarm it and make you obsolete? It has to be sufficiently hard to do.” Marc Andreessen echoes similar points in a separate interview: “The process of planning is very valuable for forcing you to think hard about what you’re doing, but the actual plan that results from it is probably useless. In particular, now that we’re VCs, we’re evaluating pitches and when people come in, we want to hear their plan and we want to hear it in some detail because we want to see that they can think about the entire thing end-to-end. And if their initial plan doesn’t make sense, then obviously there’s an issue because they’re not quite capable of fully thinking this through. But when you get somebody who comes in and they present you the perfect plan and everything is fully integrated and makes sense, all you know from that is that they can come up with a good plan—which is good! But the odds that will be the plan they succeed on is still very small.” Video source: Acquired Podcast (2023)
1:07

NVDIA CEO Jensen Huang: Your startup doesn't need a business plan “I didn’t know how to write a business plan… Making a financial forecast that nobody knows is going to be right or wrong turns out to not be that important.” Jensen continues: “I think that the art of writing a business plan ought to be much, much shorter. It should force you to concisely answer: What is the problem you’re trying to solve? What is the unmet need you believe will emerge? And what is it that you’re going to do that is sufficiently hard that when everybody else finds out it’s a good idea, they’re not going to swarm it and make you obsolete? It has to be sufficiently hard to do.” Marc Andreessen echoes similar points in a separate interview: “The process of planning is very valuable for forcing you to think hard about what you’re doing, but the actual plan that results from it is probably useless. In particular, now that we’re VCs, we’re evaluating pitches and when people come in, we want to hear their plan and we want to hear it in some detail because we want to see that they can think about the entire thing end-to-end. And if their initial plan doesn’t make sense, then obviously there’s an issue because they’re not quite capable of fully thinking this through. But when you get somebody who comes in and they present you the perfect plan and everything is fully integrated and makes sense, all you know from that is that they can come up with a good plan—which is good! But the odds that will be the plan they succeed on is still very small.” Video source: Acquired Podcast (2023)

Startup Archive

34,028 次观看 • 8 个月前

Vinod Khosla on the right way to execute a business plan Vinod Khosla, who founded Sun Microsystems and Khosla Ventures, likes to say: “Be obstinate about your vision, but be really flexible about your tactics.” He explains what he means by this: “It’s important to have a vision of where you’re trying to go, but how you get there is a series of experiments… What entrepreneurs do is effectual reasoning. They have a big vision, but they don’t try and get there in one leap… You take a step in the right direction so you can garner more resources and then try the next experiment… You try and garner resources for the next step, every step — not do the whole thing in one step.” This, Vinod believes, is one of the reasons raising too much money can lead founders astray: “People who raise too much money get too much confidence in their own plan, which is normally BS. The right way to do a business plan is flex-planning: have a vision, but plan the next 3-6 months to test every assumption you have. A business plan is about testing every assumption. Even if you’re sure it’s true, test it if you can in the marketplace by running an experiment.” He gives another analogy for the point he’s trying to make: “You want to shoot for Mount Everest, but nobody ever got to Mount Everest without getting to base camp first. You build a base camp of a stable place where you’ve learned a lot and where you can tread water for a while… Maybe you get to cash flow breakeven at base camp. But you want to set up base camp where it helps you scope out the path to Mount Everest.” Video source: Startup Grind (2015)
2:40

Vinod Khosla on the right way to execute a business plan Vinod Khosla, who founded Sun Microsystems and Khosla Ventures, likes to say: “Be obstinate about your vision, but be really flexible about your tactics.” He explains what he means by this: “It’s important to have a vision of where you’re trying to go, but how you get there is a series of experiments… What entrepreneurs do is effectual reasoning. They have a big vision, but they don’t try and get there in one leap… You take a step in the right direction so you can garner more resources and then try the next experiment… You try and garner resources for the next step, every step — not do the whole thing in one step.” This, Vinod believes, is one of the reasons raising too much money can lead founders astray: “People who raise too much money get too much confidence in their own plan, which is normally BS. The right way to do a business plan is flex-planning: have a vision, but plan the next 3-6 months to test every assumption you have. A business plan is about testing every assumption. Even if you’re sure it’s true, test it if you can in the marketplace by running an experiment.” He gives another analogy for the point he’s trying to make: “You want to shoot for Mount Everest, but nobody ever got to Mount Everest without getting to base camp first. You build a base camp of a stable place where you’ve learned a lot and where you can tread water for a while… Maybe you get to cash flow breakeven at base camp. But you want to set up base camp where it helps you scope out the path to Mount Everest.” Video source: Startup Grind (2015)

Startup Archive

13,930 次观看 • 9 个月前

Here is a clip from the deleted video TNT posted “The reality is you’re funded through the season and then you work like crazy as a business to create a business and a business plan to keep us going.”
0:25

Here is a clip from the deleted video TNT posted “The reality is you’re funded through the season and then you work like crazy as a business to create a business and a business plan to keep us going.”

NUCLR GOLF

326,887 次观看 • 5 个月前

Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know where you’re going. But sometimes you don’t. And wandering is the acknowledgement that — in life, business, invention, and building a company — a lot of the time you can see the mountain top, but you can’t see the trail. So you have to explore and wander. It may feel very inefficient. But it’s actually very valuable.” Ultimately, Jeff explains, you need to balance execution and exploration: “When you know where you’re going, yes, you should be very efficient . . . You just need to do both [exploration and determined execution]. And they actually do feed each other. It’s the things that come out of the execution that give you new data and ideas about what the next steps should be in your exploration. The two things don’t work against each other. They work together.” Video source: Reuters (2025)
2:38

Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know where you’re going. But sometimes you don’t. And wandering is the acknowledgement that — in life, business, invention, and building a company — a lot of the time you can see the mountain top, but you can’t see the trail. So you have to explore and wander. It may feel very inefficient. But it’s actually very valuable.” Ultimately, Jeff explains, you need to balance execution and exploration: “When you know where you’re going, yes, you should be very efficient . . . You just need to do both [exploration and determined execution]. And they actually do feed each other. It’s the things that come out of the execution that give you new data and ideas about what the next steps should be in your exploration. The two things don’t work against each other. They work together.” Video source: Reuters (2025)

Startup Archive

149,964 次观看 • 1 年前

Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know where you’re going. But sometimes you don’t. And wandering is the acknowledgement that — in life, business, invention, and building a company — a lot of the time you can see the mountain top, but you can’t see the trail. So you have to explore and wander. It may feel very inefficient. But it’s actually very valuable.” Ultimately, Jeff explains, you need to balance execution and exploration: “When you know where you’re going, yes, you should be very efficient . . . You just need to do both [exploration and determined execution]. And they actually do feed each other. It’s the things that come out of the execution that give you new data and ideas about what the next steps should be in your exploration. The two things don’t work against each other. They work together.” Source: Reuters (Oct 2025)
2:38

Jeff Bezos explains why “wandering” is essential for invention “Wandering is so important because wandering is a kind of humility,” Jeff Bezos begins. “Wandering sounds so inefficient, but the only way to go straight to your destination is if you know where you’re going.” Jeff continues: “Sometimes you know where you’re going. But sometimes you don’t. And wandering is the acknowledgement that — in life, business, invention, and building a company — a lot of the time you can see the mountain top, but you can’t see the trail. So you have to explore and wander. It may feel very inefficient. But it’s actually very valuable.” Ultimately, Jeff explains, you need to balance execution and exploration: “When you know where you’re going, yes, you should be very efficient . . . You just need to do both [exploration and determined execution]. And they actually do feed each other. It’s the things that come out of the execution that give you new data and ideas about what the next steps should be in your exploration. The two things don’t work against each other. They work together.” Source: Reuters (Oct 2025)

Startup Archive

27,992 次观看 • 4 个月前

The first step on The Path of Discipline is recognizing that this is a You vs. You game. “You vs. You” means your greatest opponent is yourself—not other people, not circumstances, not luck. Nobody else can fight this battle for you. And nobody else will. For the next 30 days, we’re challenging you to set one strategic goal, build your plan, and execute it daily. Go to to get the framework, build your plan, and download your free habit tracker so YOU can EXECUTE and WIN.
2:17

The first step on The Path of Discipline is recognizing that this is a You vs. You game. “You vs. You” means your greatest opponent is yourself—not other people, not circumstances, not luck. Nobody else can fight this battle for you. And nobody else will. For the next 30 days, we’re challenging you to set one strategic goal, build your plan, and execute it daily. Go to to get the framework, build your plan, and download your free habit tracker so YOU can EXECUTE and WIN.

JOCKOFUEL

50,544 次观看 • 1 年前

Jensen Huang on how the first 6 months of NVIDIA was just three guys talking about lunch: "We met every day, the three of us, in one of the founders' townhouse in Fremont and we would get together and there would be nothing to do. What do you do? Three guys get together, you just talk. So what did you guys do last night? What did you have for dinner? We talked about that for about six months." Jensen was 30 years old. Never taken a business class. Never taken a marketing class. As he puts it: "The big event of the day would be—hey, where do you guys want to go for lunch? Philly cheese steak today or Chinese food tomorrow. That would be like a big deal. And then after a while it was like could you put some donuts in the fridge in the morning for when we come. That would be a big deal for a while. That lasted for a few months, just the three of us like that." He continues: "I know it sounds pathetic but it's true. At that time I'm reading books on how to start companies and I'm trying to figure out how to go raise money and what's a venture capitalist and how do you incorporate the company." On incorporating NVIDIA: "I met a lawyer and he says we need some money from you so we could price the shares. He says how much money do you have in your pocket? I said $200. So he says okay give me $200. For $200 I bought 20% of NVIDIA." On the business plan: "I never finished my business plan. We never finished a business plan. Never could figure out how to finish a business plan to tell you the truth. If I would have finished that book and read the whole thing, I would have been dead now. We would have run out of money, ran out of time." What VCs actually invest in: "VCs don't invest in business plans because business plans are easy to write. They invest in great people. The question is—do they trust you? Your reputation matters, your history matters. Your reputation will precede you even if your business plan writing skills are inadequate." Great companies start with great people, not great plans.
5:31

Jensen Huang on how the first 6 months of NVIDIA was just three guys talking about lunch: "We met every day, the three of us, in one of the founders' townhouse in Fremont and we would get together and there would be nothing to do. What do you do? Three guys get together, you just talk. So what did you guys do last night? What did you have for dinner? We talked about that for about six months." Jensen was 30 years old. Never taken a business class. Never taken a marketing class. As he puts it: "The big event of the day would be—hey, where do you guys want to go for lunch? Philly cheese steak today or Chinese food tomorrow. That would be like a big deal. And then after a while it was like could you put some donuts in the fridge in the morning for when we come. That would be a big deal for a while. That lasted for a few months, just the three of us like that." He continues: "I know it sounds pathetic but it's true. At that time I'm reading books on how to start companies and I'm trying to figure out how to go raise money and what's a venture capitalist and how do you incorporate the company." On incorporating NVIDIA: "I met a lawyer and he says we need some money from you so we could price the shares. He says how much money do you have in your pocket? I said $200. So he says okay give me $200. For $200 I bought 20% of NVIDIA." On the business plan: "I never finished my business plan. We never finished a business plan. Never could figure out how to finish a business plan to tell you the truth. If I would have finished that book and read the whole thing, I would have been dead now. We would have run out of money, ran out of time." What VCs actually invest in: "VCs don't invest in business plans because business plans are easy to write. They invest in great people. The question is—do they trust you? Your reputation matters, your history matters. Your reputation will precede you even if your business plan writing skills are inadequate." Great companies start with great people, not great plans.

Jaynit

83,373 次观看 • 8 个月前

Can companies responsibly build a business model around Starship? .Eric Romo, President & COO of Impulse Space doesn't think so. "Why would you (SpaceX) sell a thing you don’t have enough of for yourself, at a bargain-basement price, to your competitors? The logic just doesn’t hold anywhere there. And it’s just sort of the wishful thinking of, “Well, because I want it,” that these companies say they’re going to get this at a low price. And the reality is, in the market, this is the same thing that happened with Falcon 9."
3:31

Can companies responsibly build a business model around Starship? .Eric Romo, President & COO of Impulse Space doesn't think so. "Why would you (SpaceX) sell a thing you don’t have enough of for yourself, at a bargain-basement price, to your competitors? The logic just doesn’t hold anywhere there. And it’s just sort of the wishful thinking of, “Well, because I want it,” that these companies say they’re going to get this at a low price. And the reality is, in the market, this is the same thing that happened with Falcon 9."

Mo Islam

57,699 次观看 • 3 个月前

🚨 TRUMP: “I have the best plan of all but I’m not going to tell you. They want me to say ‘I’m going to attack at 9:47 in the morning and bla bla,’ and if you don’t do that they say you don’t have a plan. Everybody here knows what the plan is. I don’t mind being insulted, I’ve been insulted for many years by the fake media. But you have three great people here, they have a plan. Every single thing has been thought out by all of us, but I can’t just reveal the plan to the media.”
0:54

🚨 TRUMP: “I have the best plan of all but I’m not going to tell you. They want me to say ‘I’m going to attack at 9:47 in the morning and bla bla,’ and if you don’t do that they say you don’t have a plan. Everybody here knows what the plan is. I don’t mind being insulted, I’ve been insulted for many years by the fake media. But you have three great people here, they have a plan. Every single thing has been thought out by all of us, but I can’t just reveal the plan to the media.”

Autism Capital 🧩

806,815 次观看 • 6 个月前

Fail to plan, you plan to fail. Scenario planning is one of the most useful sessions we have with our clients. This can prepare you and your team for the future. #planning #scenarioplanning #samadeyemi #changeisinevitable #business
0:59

Fail to plan, you plan to fail. Scenario planning is one of the most useful sessions we have with our clients. This can prepare you and your team for the future. #planning #scenarioplanning #samadeyemi #changeisinevitable #business

Sam Adeyemi

22,165 次观看 • 3 年前

Care about Palestinians because the militarization of the police is the housing crisis plan, the inflation plan, the healthcare plan, the climate displacement plan, the privatization of water plan - everything you’ve seen them do to Palestinians they will do to you eventually. This is the front line.
2:25

Care about Palestinians because the militarization of the police is the housing crisis plan, the inflation plan, the healthcare plan, the climate displacement plan, the privatization of water plan - everything you’ve seen them do to Palestinians they will do to you eventually. This is the front line.

Greg Stoker

58,683 次观看 • 1 年前

Naval Ravikant’s checklist for starting a company “The most important thing is there are no formulas. At the end of the day, you have to do what you love, and you have to do it even though people tell you it’ll never work. But that being said, if there was a formula [for starting a company], I would put it something like this.” Naval started seven companies before AngelList and this is the checklist he recommends running through before starting a startup: 1. Pick a great cofounder. This is most important: “You can do a company on your own, but it’s like you can raise a child on your own, but you probably shouldn’t. You need someone who’s going to be there with you.” This has it’s own checklist. Your cofounder should be: a. Very high intelligence (”hopefully they make you feel dumb, or they’re not smart enough”) b. Very high energy (”They should be extremely hardworking. A founder is someone who never has to be motivated. You should not have to be telling them to do their job.”) c. Very high integrity. (”a smart, hardworking crook who’s going to cheat you is the worst kind of person to be paired up with.”) 2. Pick a very large market. “Notice I don’t talk about the idea. I think ideas are almost irrelevant… The more important thing is that you pick a large space that you’re knowledgeable and passionate about. And then you will figure out what the right thing to do within that space is.” You want to be able to say to investors: “This is a space where there’s a huge market. I’m really knowledgeable and passionate about it. Here’s the great person that I have doing it with me. And here’s the minimum viable product that we have built. That will show that we can test in the marketplace… You iterate until you get to product/market fit… And then you go and you raise money from people you trust. And you use that money to scale.”
2:44

Naval Ravikant’s checklist for starting a company “The most important thing is there are no formulas. At the end of the day, you have to do what you love, and you have to do it even though people tell you it’ll never work. But that being said, if there was a formula [for starting a company], I would put it something like this.” Naval started seven companies before AngelList and this is the checklist he recommends running through before starting a startup: 1. Pick a great cofounder. This is most important: “You can do a company on your own, but it’s like you can raise a child on your own, but you probably shouldn’t. You need someone who’s going to be there with you.” This has it’s own checklist. Your cofounder should be: a. Very high intelligence (”hopefully they make you feel dumb, or they’re not smart enough”) b. Very high energy (”They should be extremely hardworking. A founder is someone who never has to be motivated. You should not have to be telling them to do their job.”) c. Very high integrity. (”a smart, hardworking crook who’s going to cheat you is the worst kind of person to be paired up with.”) 2. Pick a very large market. “Notice I don’t talk about the idea. I think ideas are almost irrelevant… The more important thing is that you pick a large space that you’re knowledgeable and passionate about. And then you will figure out what the right thing to do within that space is.” You want to be able to say to investors: “This is a space where there’s a huge market. I’m really knowledgeable and passionate about it. Here’s the great person that I have doing it with me. And here’s the minimum viable product that we have built. That will show that we can test in the marketplace… You iterate until you get to product/market fit… And then you go and you raise money from people you trust. And you use that money to scale.”

Startup Archive

36,050 次观看 • 1 年前

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."
1:15

Scott on why conviction in an idea is dangerous as an investor but required as a founder: "From the investor seat, I don't think you want to be in love with an idea. That's a risky thing because you'll find a way to express that by investing and make some compromises on the team because you know this idea is just so good, its time has come. But if the team isn't there, 90% of the time it doesn't work. Then there's a whole thing can you swap out the team? But the whole Founders Fund thesis was always no, you need the founder to run the company. But on the company side, you have to be in love with the idea. It's not that rational to start a company. There's a lot easier, more comfortable ways to make money if that's the goal. So it's got to be about what the company is doing specifically. If you want to actually start a company, it better be something that you're really passionate about, or you think that the problem is really important."

Patrick OShaughnessy

33,016 次观看 • 5 个月前

Marc Andreessen explains why warm referrals to venture capitalists are important As Marc explains in the clip below: “The way the top-end venture capitalist firms work is they’ll basically take you seriously if you come in introduced by somebody they’ve worked with before, and they won’t take you seriously if you don’t.” While this may seem unfair, Marc explains that securing a warm referral should be viewed as your first test: “It’s the first test of your ability to network your way to the investor… If you can’t figure out a way to network your way to a VC firm—which of course is in the business of meeting founders—then you’re unlikely to be able to network your way into hiring a great team or selling your product to customers.” He concludes: “The role of the warm referral is misinterpreted. I think you just need to view it as the first test, and it’s a test that you just want to pass.”
0:53

Marc Andreessen explains why warm referrals to venture capitalists are important As Marc explains in the clip below: “The way the top-end venture capitalist firms work is they’ll basically take you seriously if you come in introduced by somebody they’ve worked with before, and they won’t take you seriously if you don’t.” While this may seem unfair, Marc explains that securing a warm referral should be viewed as your first test: “It’s the first test of your ability to network your way to the investor… If you can’t figure out a way to network your way to a VC firm—which of course is in the business of meeting founders—then you’re unlikely to be able to network your way into hiring a great team or selling your product to customers.” He concludes: “The role of the warm referral is misinterpreted. I think you just need to view it as the first test, and it’s a test that you just want to pass.”

Michael McGuiness

456,518 次观看 • 2 年前

Trump: I want to have a unified country. It’s very hard because the media is so fake including the way you ask questions. “There’s a toy company that took a toddler’s whatever.” But you don’t talk about the fact that gasoline is down at numbers that nobody believes possible… You should ask some positive things like “Sir, it’s amazing what you’ve done with gasoline.” Gasoline is big business. A stroller is not big business.
1:12

Trump: I want to have a unified country. It’s very hard because the media is so fake including the way you ask questions. “There’s a toy company that took a toddler’s whatever.” But you don’t talk about the fact that gasoline is down at numbers that nobody believes possible… You should ask some positive things like “Sir, it’s amazing what you’ve done with gasoline.” Gasoline is big business. A stroller is not big business.

Acyn

426,903 次观看 • 1 年前