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"We accomplish unreasonable things on unreasonable timelines." .Bridgit Mendler shares her hiring philosophy at Northwood: "It's about taking smart risks." "It's not just force, it's also cleverness. It's understanding the problem deep enough to know what the trades are that you can afford to make." "People that are able... show more

a16z

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183,000 просмотров • 5 месяцев назад •via X (Twitter)

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.Bridgit Mendler on the founding thesis of Northwood. "We really were recognizing the same problem, that networking for the space economy is really what drives its value. And there's a significant bottleneck, and that bottleneck actually is not in space. It's actually on Earth. The way that you actually solve that networking problem for space is through introducing a model that gets you to the scale that you need, not just for one individual company or a mission, but for the industry overall." Full "Valley of Depth" episode in comments 👇

.Bridgit Mendler on the founding thesis of Northwood. "We really were recognizing the same problem, that networking for the space economy is really what drives its value. And there's a significant bottleneck, and that bottleneck actually is not in space. It's actually on Earth. The way that you actually solve that networking problem for space is through introducing a model that gets you to the scale that you need, not just for one individual company or a mission, but for the industry overall." Full "Valley of Depth" episode in comments 👇

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Jacob Helberg says one of Europe’s biggest challenges to building companies is cultural: they’re just not risk-takers like Americans are. "It's really hard for Europe to put those pieces together because the culture in Europe has not been favorable to encouraging risk-taking, which is necessary—it's the lifeblood of starting a business." "You need to have a risk-taking culture—and then they have the unit economics problem where it's just really expensive to build stuff in Europe because your energy bills are really high. You have to spend a ton of money on legal fees before you even start." "It's not that starting things in Europe will be impossible, but they have major headwinds." "We have invested a lot of effort into having truthful, candid conversations with our friends in Europe to actually share our concerns." "When you actually care about someone, you can actually be candid with them. Clear is kind." "We care about Europe. We want them to be strong, and so we are trying to draw their attention to policy issues that we think are serious headwinds for them." Jacob Helberg with Erik Torenberg

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Northwood Space CEO Bridgit Mendler's advice to founders: "Be more ambitious than you think you should." "You'd be surprised how quickly things change and how quickly things develop." "If you're setting out to use your precious time in your life building something, build something big." "Choose something meaningful. It's going to take up so much time and so much of your life energy to build. Do something you care about." Bridgit Mendler Northwood

Northwood Space CEO Bridgit Mendler's advice to founders: "Be more ambitious than you think you should." "You'd be surprised how quickly things change and how quickly things develop." "If you're setting out to use your precious time in your life building something, build something big." "Choose something meaningful. It's going to take up so much time and so much of your life energy to build. Do something you care about." Bridgit Mendler Northwood

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The space economy has a ground infrastructure problem. You can build a satellite and launch it faster than you can connect with it from Earth. Bridgit Mendler is building Northwood to fix that — deploying ground infrastructure in 3 months instead of 3 years. She joins a16'z Erik Torenberg to talk about vertical integration, the $50M Space Force contract, and why space is like the early internet: 00:00 Introduction 6:10 The ground segment bottleneck 10:06 Pandemic antenna origins 13:18 Three months, not three years 18:19 Starlink is not a threat 23:48 The space economy market map 29:45 The Space Force contract 36:03 Culture and values Bridgit Mendler Erik Torenberg Northwood

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We asked ElevenLabs CEO Mati Staniszewski what people should take away from the story of ElevenLabs. "One is culture." "We obsess about bringing people that are aligned with how we want to operate day to day, whether it's the ownership, whether it's the first principles, whether it's that striving for excellence, but keeping the ego low." "The second thing... you want people that are great in their craft and are passionate about their craft, passionate about that work." "If you bring people like this, there's actually very little management and very little work that any of the leaders need to do." "Bring the amazing people that are obsessed about doing the best work of their lives... and they'll do a much better job than you ever imagined." @matiii

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"Being a team is about trust. A team doesn't work if you don't believe that the person next to you is going to do their job. Trust is not earned; it's given. To be a leader on your team, you have to have the courage to trust. You want to be a leader? Serve somebody."

"Being a team is about trust. A team doesn't work if you don't believe that the person next to you is going to do their job. Trust is not earned; it's given. To be a leader on your team, you have to have the courage to trust. You want to be a leader? Serve somebody."

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Marc Andreessen says don’t ever do diamonds in the rough. Only do diamonds. "This is actually an investor ego thing, I think, which is you basically say, 'Wow, I'm the investor that's gonna go find the thing that nobody else knows about... I'm going to go do the thing nobody else can think of.'" "The general pattern is... if it's got merit to be investable for venture, there are a lot of really smart and hungry VCs out there, and they are working extremely hard to sniff these things out, and it's their full-time job, and it's all they do." "I think it's really unusual to have the diamond in the rough, and usually if it's the diamond in the rough, it usually means two things... a company that's offside in some fundamental reason, it's in the wrong place, or it's structured wrong." "There's a reason why it's a diamond in the rough that actually ends up becoming a big problem." Marc Andreessen 🇺🇸 with Harry Stebbings

Marc Andreessen says don’t ever do diamonds in the rough. Only do diamonds. "This is actually an investor ego thing, I think, which is you basically say, 'Wow, I'm the investor that's gonna go find the thing that nobody else knows about... I'm going to go do the thing nobody else can think of.'" "The general pattern is... if it's got merit to be investable for venture, there are a lot of really smart and hungry VCs out there, and they are working extremely hard to sniff these things out, and it's their full-time job, and it's all they do." "I think it's really unusual to have the diamond in the rough, and usually if it's the diamond in the rough, it usually means two things... a company that's offside in some fundamental reason, it's in the wrong place, or it's structured wrong." "There's a reason why it's a diamond in the rough that actually ends up becoming a big problem." Marc Andreessen 🇺🇸 with Harry Stebbings

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"The world was built by people that are not much smarter than you." Replit CEO Amjad Masad on why old career advice no longer maps to reality: "There are a lot of rules that are accidental, that are there for historical reasons." "Your job is to find the path to the future. Find the way of doing things that's most aligned with where the world is headed." "It's not about cheating, it's about figuring out how the system is rigged against you. How do you actually hack it? How do you get past it?" "AI is a great tool for that." "If you're someone who just understands how these tools work, and understand how you have an amazing time advantage. You can do things a lot faster." "There are a lot of programmers that are still doing programming the old way, and they're going very, very slow... until they get obsoleted." Amjad Masad with jack neel

a16z

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Travis Kalanick on what makes an idea worth betting on: "Sometimes you have ideas. Sometimes ideas come to you. But if it's meant to be your soulmate, you know it when you see it." "Complexity is interesting to me. Things that are not sexy on the surface is also weirdly interesting." "Especially if you can see that it's sexy but people don't understand yet." "That's where the sparkle in your eye, you kinda go, 'You don't see what I see, and I'm pretty sure I'm right'. And that's the fun part." travis kalanick benahorowitz.eth Erik Torenberg

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Travis Kalanick on launching Atoms & building a team that can take on three industries at once: "It's those epic leaders that can inspire their team to just go above and beyond and make magic." "No matter where you are as an entrepreneur, the talent game is the game." "When you multiply the industries by three, we're back in the flow. And because we were stealth for so long, we weren't in the flow. We were cold calling everybody." "One of the beautiful things about us being back out there is, okay, we can now have a place for people to understand who we are, what we're about, and I can start putting teams together that can be out there in a very public way." travis kalanick Erik Torenberg

Travis Kalanick on launching Atoms & building a team that can take on three industries at once: "It's those epic leaders that can inspire their team to just go above and beyond and make magic." "No matter where you are as an entrepreneur, the talent game is the game." "When you multiply the industries by three, we're back in the flow. And because we were stealth for so long, we weren't in the flow. We were cold calling everybody." "One of the beautiful things about us being back out there is, okay, we can now have a place for people to understand who we are, what we're about, and I can start putting teams together that can be out there in a very public way." travis kalanick Erik Torenberg

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"We are always trying to fight to get the standard and to get people to buy into the standard. We never talk about winning. It's about being the best you can be. It's about being a champion. And, it's about all the things you need to do to do that."

"We are always trying to fight to get the standard and to get people to buy into the standard. We never talk about winning. It's about being the best you can be. It's about being a champion. And, it's about all the things you need to do to do that."

The Winning Difference

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Yunjin talks about her favourite quote “Have enough courage to trust love one more time and always one more time” — Maya Angelou I've actually met a lot of like the most important people in my life right now, one of the biggest lessons that they've taught me is that you should always give people a second chance, because people are capable of change. And if you nurture them and give them the right environment to flourish, then they can really become anything. And I think that's a very important thing to realize the more that you get older, because it's really easy to limit yourself and limit others and be like, oh no, that's just the way they are. They will never change and, you know, I shouldn't even try to get them to change because that's just how they are and they're gonna stay like that forever. Because that, I feel like kind of makes it really easy for you to get really apathetic and not really care about things that maybe we should be caring about, like helping each other grow as people and, you know, trusting humanity.

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Former hedge fund manager David Rogers Webb describes the goal of "The Great Taking" "it's much darker than [they] just want to control people... It is about destroying populations... It's that they intend that you will not exist" "It's not that they need your stuff. They can create unlimited amounts of money" "It's not that they need your stuff or your money. It's that they do not want you to have have your stuff and your money" "It is about subjugation of populations" "It's even worse than being about control. Because they have control now. They have total control now" "So what is happening now is beyond having total control" "It is about destroying populations" "So it's much darker than that [they] just want to control people" "First people think it's that they want to make money. No, it's much worse than that. [Then they think] it's that they want control—no, it's much worse than that. It's that they intend that you will not exist" This clip of Webb (David Rogers Webb), who's also the author of a book dubbed The Great Taking, is taken from a FrihetsNytt interview posted to Rumble in May 2026.

Former hedge fund manager David Rogers Webb describes the goal of "The Great Taking" "it's much darker than [they] just want to control people... It is about destroying populations... It's that they intend that you will not exist" "It's not that they need your stuff. They can create unlimited amounts of money" "It's not that they need your stuff or your money. It's that they do not want you to have have your stuff and your money" "It is about subjugation of populations" "It's even worse than being about control. Because they have control now. They have total control now" "So what is happening now is beyond having total control" "It is about destroying populations" "So it's much darker than that [they] just want to control people" "First people think it's that they want to make money. No, it's much worse than that. [Then they think] it's that they want control—no, it's much worse than that. It's that they intend that you will not exist" This clip of Webb (David Rogers Webb), who's also the author of a book dubbed The Great Taking, is taken from a FrihetsNytt interview posted to Rumble in May 2026.

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🎙️ Charles Lee on the dual importance of celebration and accountability: "It's really important and I think that the really great teams do both things. They celebrate one another, they uplift each other and help push each other to be better. And that's what holding each other accountable is too." "We have standards around here. We know what those things are. And I think that it's great when you have a locker room full of people that are gonna hold everyone to the standards and not just the coaching staff."

🎙️ Charles Lee on the dual importance of celebration and accountability: "It's really important and I think that the really great teams do both things. They celebrate one another, they uplift each other and help push each other to be better. And that's what holding each other accountable is too." "We have standards around here. We know what those things are. And I think that it's great when you have a locker room full of people that are gonna hold everyone to the standards and not just the coaching staff."

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