Podcasts about hussein kanji

Hussein Kanji is the Founder and Managing Partner of Hoxton Ventures, one of Europe's leading early-stage firms with mega wins in the form of Darktrace and Deliveroo. Hussein cut his teeth in venture at Accel Partners in his early years.  In Today's Episode with Hussein Kanji We Discuss: 1. How to Raise a Fund:  What are Hussein's biggest lessons from his first fund taking 39 months to raise? Why does Hussein believe you should fundraise for a set amount of time and not to achieve a certain amount of capital? Does Hussein believe governments should be investing in venture funds? What are the biggest mistakes Hussein sees emerging managers make when raising? 2. How to 10x a Fund: What is Hussein's formula for knowing when to sell an investment? How did Hussein miss out on making $400M in Darktrace? What did he learn from it?  How much money did Hoxton make from Deliveroo? How did doing 37x on Deliveroo impact how Hussein invests today? 3. How to Build a Team in Venture: Why does Hussein believe the incentive mechanism for young VCs is broken? Why do they just want to get cash out the door and not worry about quality? Why is it hard to hire female partners today? What needs to happen for this to change? What are the single biggest ways that venture partnerships break down? What went wrong between Hussein and his partner, Rob? 4. Is Europe Totally F*******: Why does Hussein believe small seed rounds are a massive problem in the UK? Why does Hussein believe the dire state of the London Stock Exchange is not a problem? Why does Hussein advise companies that the best way to scale is in the US? What advice would Hussein give to Keir Starmer on how to stimulate growth in the UK? Why does AI mean that the UK can now compete with the US?    

In this episode of Skin Anarchy, Dr. Ekta welcomes the co-founders of SkinMason, Dr. Hussein Kanji, a molecular genetics expert, and Andrew Walker, an actor and entrepreneur, to discuss their revolutionary approach to men's skincare. Together, they tackle the unique needs of men's skin while emphasizing universal principles of skin health. This episode is packed with insights into SkinMason's science-first philosophy, innovative formulations, and vision for the future.Andrew Walker shares how his struggles with ineffective skincare as a busy actor led to the creation of SkinMason. Frustrated by harsh, overly complex products, Walker teamed up with Dr. Kanji to develop a simple, effective skincare line focused on results and designed for everyone. Their goal was to address men's specific skincare challenges while creating formulations appealing to all genders.Dr. Kanji's scientific expertise informs SkinMason's formulations, emphasizing inflammation reduction, natural repair, and barrier support. Highlights include their MP1 Mason Peptide, which targets acne-causing bacteria, and innovative ingredients like time-released retinol, triple-weight hyaluronic acid, and soothing extracts like jalapeño and lilac. These clinically validated formulations focus on enhancing long-term skin health rather than chasing trends.SkinMason's standout products include exfoliating pads, a lightweight serum, and a deeply hydrating moisturizer, all crafted to support balanced, healthy skin. Their inclusive approach extends beyond men's skincare, with plans to expand into adolescent and family-centric products.Dr. Ekta praises SkinMason's dedication to science and simplicity, making it a standout in the crowded skincare market. Whether you're seeking effective solutions for acne, anti-aging, or overall skin health, SkinMason offers a thoughtful, results-driven approach.To learn more about SkinMason, visit their website and social media. Use code 'skincareanarchy' for 20% off your purchase at SkinMason.comDon't forget to subscribe to Skincare Anarchy on Apple Podcasts, Spotify, or your preferred platform. Reach out to us through email with any questions.Shop all our episodes and products mentioned through our ShopMy Shelf! Hosted on Acast. See acast.com/privacy for more information.

This week Sifted editor Amy Lewin is joined by one of London's best-known VCs Hussein Kanji, founding partner at Hoxton Ventures. He reflects on the kinds of big returns he won, and missed out on, by making early bets on companies like Deliveroo, Darktrace and Babylon.

In this episode you will learn:[00:00:00] Introduction[00:05:15] Building an Enduring Firm[00:08:00] Challenges of Partnership Culture[00:10:43] Personal Brand vs Firm Brand[00:13:00] Succession Planning[00:17:00] Long-Term Commitment[00:19:00] LP Relationships[00:20:55] Advantages of a Partnership[00:21:37] Benefits of Scale[00:21:52] Building a Great Firm and Naming[00:23:00] Soft Aspects of Building a Firm[00:24:59] Unifying Themes in Firms[00:27:00] Progression in Venture Capital[00:29:40] Motivation and Managing a Firm[00:31:20] Understanding Carry[00:35:00] Managing Long-Term Careers[00:39:07] Carry Allocation[00:42:45] Team Dynamics and Carry Distribution[00:43:50] Inclusion of Back-Office in Incentives[00:44:40] Building a Successful VC Firm[00:45:56] Firm Evolution[00:47:32] Transition to a Bigger Institution[00:49:25] Challenges in Talent Retention[00:53:00] Philosophical Differences and Firm Evolution[00:57:00] Risks in VC Industry[01:02:00] Solo GPs vs. Venture Firms[01:04:38] Building a Healthy VC FirmAboutHussein is a partner at Hoxton Ventures. He currently represents Hoxton on the boards of Avantia Law, Baseimmune, BeyondRisk, Biocortex, Biotx, DruidAI, Finesse, Fy!, Giraffe360, Kbox, Kitt, Luminary, Peptone, PillSorted, Raptor Supplies, Really Clever, Rensair, Replai, Replan, Skin Analytics, TourRadar and XYZ Reality, and serves as a board observer on Behavox and Karakuri. He previously served on the boards of Babylon Health (NYSE:BBLN), bd4travel (acquired by Dnata), Campanja (acquired by 24/7 Media), Darktrace (LSE:DARK), Deliveroo (LSE:ROO), Panakeia, SOCOS (acquired by Sophos), Yieldify (acquired by Publicis) and Vidya Health.Hussein serves on the board of UCLB, the commercialization company of UCL and also sits on the advisory board of GTO Partners, a tech mid-market buyout firm, and Landscape, a venture capital review site. Previously he served on the board of Tech Nation, a UK quasi non-governmental organization. In a personal capacity, he is an angel investor in Apex:E3, Builder.ai, Callaly, GoCardless, Mellizyme, MyGlamm, Reachdesk and Signpost.While forming Hoxton, he helped Eros STX Global develop ErosNow, an online streaming video platform for Bollywood. Prior to Hoxton, Hussein was an associate with Accel Partners. He joined Accel from Microsoft Corporation. Earlier in his career, he worked with three startups, Safe-View (acquired by L-3), Radiance Technologies (acquired by Comcast) and Studio Verso (acquired by KPMG).Hussein holds an MBA from London Business School and did his undergraduate studies in Symbolic Systems at Stanford University.He stubbornly refuses to swear allegiance to a monarch and remains a proud American.

The BAE HQ welcomes Hussein Kanji, a Founding Partner at Hoxton Ventures.Hussein originally wanted to be a journalist before getting involved in the web world and selling his first company to KPMG.From there he worked at several startups and major companies like Sun and Microsoft.Eventually, he saw an opportunity in European tech that he believed not enough people were paying attention to.He set up Hoxton Ventures and after a difficult fundraise, they have invested early in companies such as Deliveroo, Darktrace and Babylon health.Today they continue to invest in companies building new categories.If you're listening to this and want to see the video, go to YouTube:https://youtu.be/4mjqHmz062EVisit our website: http://thebaehq.com

In this episode, we are featuring the Physician Quality Improvement (PQI) program's provincial alumni co-leads, Dr. Lawrence Yang and Dr. Hussein Kanji. Dr. Yang practices in a ‘family-family' practice alongside his wife and brothers, providing cradle-to-grave care in Surrey, BC. Dr. Kanji is a critical care physician that works primarily in the ICU at Vancouver General Hospital and is passionate about developing the ECMO (extracorporeal membrane oxygenation) programming there. Both Drs Yang and Kanji came to the PQI program though a need to solve their own frustrations with the healthcare system. After graduating from their respective level 3 PQI cohorts (which is equivalent to the Virtual Action Learning, aka ‘VALS', series offered by Northern Health PQI) and engaging with PQI for several years, they collectively took on the roles of provincial alumni co-leads. All physicians in BC that graduate from the PQI trainings join the provincial alumni network, which provides these physicians who are now experienced and knowledgeable in quality improvement methodologies and tools, to continue to apply their skills and passions to ongoing system improvement, while also engaging in a province-wide community. As provincial alumni co-leads, Drs Yang and Kanji work together (Kanji describes himself as the ‘yin' to Lawrence's ‘Yang') to support, embody, and connect with all quality improvement enthusiasts across the province, and facilitate ‘cross-pollination' of ideas to drive positive change. They also share their love of all of the spectacular nature we are blessed to have in BC and share their strategies for preventing burn-out and maintaining mental health while working in such fast paced careers.

Aarish Shah is the Founder of EmergeOne and Projected.ai and host of Off Balance and Nothing Ventured Podcast. Will talks to Aarish about having the venture capitalist money idea and having that "aha!" moment that it could work, what drives him and having a purpose of helping others, and using his podcast to teach lessons that he's learned along the way. EmergeOne (http://emergeone.co.uk/) Projected.ai (https://projected.ai/) Off Balance and Nothing Ventured Podcast (https://nothingventured.tech/off-balance) Follow EmergeOne on LinkedIn (https://www.linkedin.com/company/emergeone/), Facebook (https://www.facebook.com/EmergeOneUK/), YouTube (https://www.youtube.com/channel/UCfrtssmo3LELM6QDFOkU1Ug/featured), or Twitter (https://twitter.com/emergeone_uk). Follow Aarish Shah on LinkedIn (https://www.linkedin.com/in/adsinuk/) or Twitter (https://twitter.com/adsinuk). Follow thoughtbot on Twitter (https://twitter.com/thoughtbot) or LinkedIn (https://www.linkedin.com/company/150727/). Become a Sponsor (https://thoughtbot.com/sponsorship) of Giant Robots! Transcript: WILL: This is The Giant Robots Smashing Into Other Giant Robots podcast, where we explore the design, development, and business of great products. I'm your host, Will Larry. And with me today is Aarish Shah, Founder of EmergeOne and Projected.ai and host of Off Balance and Nothing Ventured Podcast. Aarish, thank you for joining me. AARISH: It's great to be here, Will. Really happy to be talking to you today. WILL: Yeah, I'm excited. I can't wait to dive in and learn more about you. Tell me about your journey, how it all started. AARISH: Wow, it's a bit of a long run. I'll try and condense it. But I am 44 years old at the moment. About 20 years ago, I came out of uni with a degree in languages which I found was sort of useful but not essential. So I ended up for a few years doing kind of the normal corporate thing. I worked with PriceWaterhouseCoopers, Nortel Networks, and then Deutsche Bank. And I qualified as an accountant along the way, so I'm effectively what you guys would consider a CPA over in the U.S. I then kind of up sticks, and I spent the next ten years of my life running a group of manufacturing and trading businesses alongside a property portfolio out in Papua New Guinea, which is a very, very interesting place to be, definitely one of the hardest environments to be building and running businesses for many reasons. I've had everything from people coming into one of my offices with guns. I had one of my factories burned to the ground and everything in between. So really, really great learning experience and certainly amazing to learn about physical products, you know, the manufacturing and distribution and sales and so on of actual physical products. And then, in 2015, I came back to the UK. I didn't really know what I wanted to do. And so I had a bunch of coffees with people and ended up as founding CFO in an EdTech venture, which was a joint venture between Eton College, which is one of the premier schools here in the UK where famously all of our Prime Ministers seem to come from, and Founders Factory which is an accelerator that was founded by Brent Hoberman of lastminute.com fame. So that was really exciting. I was straight off the boat from Papua New Guinea, sitting 10 feet away from Brent Hoberman, learning everything that there was to learn about the tech sector here in the UK and beyond. And had a really great couple of years working in that business and learning really everything there was to know about the VCA ecosystem, the early stage ecosystem, how to build products, how to finance them, how to sell into new territories (We were operating in China at the time.) and all sorts of other things. And then, in 2017, I decided it was time to move on. And I became what you guys would probably call a fractional CFO. So I worked across C through Series C businesses, everything from EdTech to FinTech, D2C, B2B marketplaces, beauty tech, you name it, kind of been there, seen it, and done it. And in 2019 and 2020, started getting approached by FDs and CFOs that wanted to work with me. And I really doubled down at that stage and decided to build EmergeOne into what it is today, which is a consultancy providing CFO services to venture-backed tech startups and scaleups. So we work with a huge bunch of businesses here in the UK that are backed by VCs, some of the big names here like Hoxton Ventures, Stride, Octopus, Outlier, Founders Factory, and others. And I'm really, really passionate about helping founders build their businesses in a scalable and sensible way, I guess, especially in the current environment. And so we're really lucky that we're trusted by these VCs and the founders that we work with to deliver really great services to them. And then, a couple of years ago, because I've been working kind of in the tech sector for so long, I started noodling around with a couple of ideas of projects that I wanted to move forward with. I raised a really small kind of pre-seed back in 2021 and started building a product, which is today Projected.ai, which we have just launched. We're in the process of launching at the moment. And what that is is effectively an email newsletter, if you can believe it, providing internal and external data to our client businesses. So effectively, it's like a flash report of your financials alongside some really sort of personalized news about what's going on in your industry, alongside some other sort of bits and bobs that we're currently building in. On top of that, a couple of years ago, again, I realized that I had a really good network of people that I had relationships with, and I decided to launch the Nothing Ventured Podcast to start speaking with people that operated in the VC ecosystem here in the UK and beyond. So I've been really fortunate to have guests like Hussein Kanji from Hoxton Ventures, Mac Conwell from RareBreed ventures in the U.S., and various others. And I really got to talk to them about why they got into venture, what they see is happening in the market, what are they excited about. And all those sorts of things. Because, to be honest, I'm really passionate about learning and understanding about where people are coming from, why they do what they do, what drives them, what they're passionate about, but equally, the sort of challenges they've also faced. And that's been going now for 60-odd episodes. We're launching Season 4 shortly. And I'm really lucky and fortunate to have been able to do that. And then finally, at the back end of 2022, so in December, actually, just as I was jumping on a plane, I sort of released something on LinkedIn, which was like 100 lessons that I've learned as a CEO and CFO over the last 20 years of operating. And unexpectedly, the thing went viral. I've had close to a million views on it, thousands of likes, hundreds of comments, and reshares. And I decided to turn what was effectively just a list into a short-form podcast, which has turned into Off Balance. So we're releasing that daily and kind of expanding on each and every one of those topics that I went through in that list. So, yeah, look, I mean, I'm someone with a finger in a lot of pies. I'm a massive generalist, so I love getting involved in different projects at different times. But I'm really fortunate to be able to do what I love doing. It's just been a wild journey for the last seven years, certainly, but the whole 20 years of my life. WILL: I love it. I love it. I love every idea that you had weaves into that venture capitalist money idea. So let's start at EmergeOne. When did you have that aha moment that this could work? AARISH: So I work a lot in strategy, so there are two forms of strategies, emergent and there's defined. So most people know about a strategy that is written down; it's a playbook. They go out, and they pursue it. For me, it was really emergent. Firstly, I realized that there were not that many great CFOs operating in tech, certainly here in the UK, because it's, to an extent, a nascent industry. And whilst there are great accountants, and there are great finance leaders in larger businesses, actually doing that in a startup or a scaleup is very, very different. Now, don't get me wrong, there are some great CFOs out there. It's just that I think there are far fewer than many people [laughs] assume there to be. So that was kind of the first thing that twigged with me. And I was seeing a lot of businesses picking up people and calling them a CFO when I knew for a fact there was no way that they really had the experience to be able to call themselves a CFO or to operate as one. So I guess that was the first aha moment. And the second aha moment was as I started talking to more and more VCs via the podcast, and just generally because I was out in the ecosystem talking to them, I realized that actually, the work that I was doing was not being driven necessarily by the client companies but actually by the VCs themselves because they wanted to make sure that having invested 1,2,5, 10 million pounds or dollars that those companies were in good hands and safe hands and that capital was being managed effectively and efficiently. And obviously, we're sitting in January of 2023 now. Never has that been more appropriate. More and more businesses are struggling. They're struggling to raise. They're having to extend their runways and figure out how to manage their cash in a much, much more significant way than maybe they had to two or three years ago. And so, for us, that's like a massively important thing. And having a great CFO in your business is going to help you do that. And therefore, we are getting approached more and more both by VCs as well as by companies that are just on the lookout for someone to help them. It was sort of a series of aha moments. But as I said earlier, it was an emergent strategy. It was something that kind of developed over time. But also, I'm someone that learned quite early on in my life to back myself. I think I took the punt on building this agency, if you like because it felt right. And it felt like something that I would enjoy doing, and it felt like something that I could actually make a difference in. And I think all of those things kind of culminated in really making EmergeOne what it is today, and I'm really proud of what we've been able to achieve. WILL: Yeah, I love that idea because I feel like, especially in startups, like you said, that excellent CFO is really hard to find. It's really hard to find. But if you don't have the numbers, you don't have a business. Let's be honest, the numbers you just don't have it. AARISH: Yeah, it's crazy to me that over the last decade or so, we've had, obviously, this period of super cheap money, super cheap capital. People have been raising at very inflated valuations. But we're seeing all of that come home to roost. We're seeing that in the public markets. A lot of these companies that IPOed over the last several years, obviously, have had their valuations drop significantly, you know, companies like Peloton, I guess, and others. People are starting to realize that actually cash is king. They need to understand how the cash is flowing through their business and to know that they need to have an intimate knowledge of their numbers. And, in fact, a lot of our role as a CFO in a business is to kind of coach the founder to make sure that they do understand those numbers and how they need to present them to internal stakeholders, external stakeholders, whether that's your board, whether that's investors, or whether that's your employees to make sure that people have a good idea of not only how they're tracking but where they're heading and where the end goal is. And I think it's massively important. I've always been a massive advocate for people getting to grips with their numbers, even if you're not a numbers person. Because especially if you're a founder or you're the leader in the business, the CEO, ultimately, the buck stops with you. You've got to know those numbers. It's not good enough to say, "Well, my CFO, my accountant has a handle on them." Like, if you're sitting in an investor meeting trying to pitch them to raise 5 to 10 million bucks, you're going to need to know those numbers inside out. And it's astonishing how many people actually ignore those. And what I would say is, you know, ignore them at your peril. WILL: Yeah, that just blows my mind because if I put myself in an investor seat if I'm giving you money, I want the head person, the CEO, to know exactly how to handle that money. So yeah, I love that idea, and I love what you're doing. Let's go on Projected.ai. And if I understand this correctly, this is more of a kind of [inaudible 10:51] the words. AARISH: So it's like a newsletter on steroids. WILL: Yeah, but it's to be honest about your numbers to board members and investors, correct? AARISH: Yeah. So Projected.ai was born out of this understanding that I guess I have, which is that CFOs and finance professionals working in startups and scaleups and SMEs they have dashboard fatigue. We interviewed CFOs, and they're operating off like 20 different dashboards, each of them giving them different numbers, each of them telling them something different. And they don't even have time to look at those dashboards, let alone make decisions based on the numbers that are coming out of them. So what we wanted to do with Projected was provide a touch point for that CFO where they could check in with their numbers in a really easy way on a consistent, regular basis. When I thought about this really clearly, I don't live in dashboards; where I live is in the tools I communicate in, so that's my emails, that may be my Slack channel, that may be WhatsApp or iMessage, or whatever it is that you use. But certainly, for business, it's going to be email and Slack for the most part. So I thought, what is the easiest way to communicate with someone in their business? It is via one of those channels. And what are the things that they want to know? Well, they want to know what's happening in their business, what's changed in their numbers over the last week, or two weeks, or month, but also what's happening outside their business. Because often, in startups, we get so kind of tunnel-visioned into what's happening inside the business. We don't take the time to look outside and figure out what others are doing or what may be happening in the macro environment that may have an impact on our business. And an obvious case of that at the moment is interest rates having moved up quite significantly over the last several months and still going to, as well as sort of inflation numbers also on their way up, and central banks everywhere trying to rein those in. All of that is going to have an impact on your business, especially if you're a consumer business, for example. And if you don't factor in all of those things or if you don't look at all of the things that could impact your business, you're going to make decisions with imperfect information, and, therefore, you'll make imperfect decisions. Now, you're never going to have perfect information. But the more information, the more pertinent information you have, the more transparent you can be, exactly as you said, to your board, to your shareholders. Tell them exactly what's happening, and get their advice to help you through those rough patches. Ultimately, we've got some tricks up our sleeves in terms of what we're going to be doing with those numbers, and how we're going to be presenting them, and how we're going to be manipulating them when we do show them to our users. But I kind of felt like we've moved past that time where CFOs were only about the numbers looking backwards. A really great CFO today is all about communication, information. It's about turning data into information, turning numbers into a narrative. Yeah, that's what we wanted to build, a tool that could support them and help them really be the best CFO they can be. WILL: Yeah, that's amazing. Transparency is the word I was looking for. So you nailed it, yeah. So I love that idea, the transparency of the numbers of the business just using AI. So that's amazing. It makes it a lot easier to send it out and to make it happen. So I love that idea. AARISH: Yeah. I mean, the interesting thing is; obviously, we've all been hearing a lot about generative AI and large language models at the moment. And we've definitely got plans to incorporate that into what we're doing. But the other side of that is you got to be really, really careful, obviously, because, as we all know, there are biases that can creep into any of those sort of AI-driven models. But equally, there are inaccuracies. And, in fact, a lot of those models tend to be great with words, not great with numbers. So one has to be really, really careful about bringing those tools into play. And because we know what we're doing, we can assess for that and make sure that the information that we're putting out there is the right sort of information, but actually, what we can do in terms of modeling our cash flows and revenue and effectively forecasting out a business. Because bearing in mind a lot of startups, most startups, most scaleups, most SMEs don't have the balance sheet. They don't have the money to go out there and build an AI tool themselves. They just simply don't. And they may not have the wherewithal in-house, but they almost certainly don't have the cash. So what we're doing is hopefully providing a bridge for them to get better information in terms of what's happening today but also maybe an inkling of what might happen tomorrow, which helps them, again, to plan better. And, again, it comes back to this whole thing around decision making, transparency, and making sure that they're able to look at their numbers with confidence and communicate those to others with confidence, and really understand what's driving those numbers as they keep building their businesses. But everything we do at Projected, everything I do definitely as a founder and as someone that operates in this ecosystem, is all driven by how do we make the ecosystem better? How do we help founders? How do we help their companies? How do we make sure we can drive that number down from 90% of startups failing within the first three or five years? How do we turn that number into 70%, 60%, or less? So that's all about information. It's all about giving those hard-won lessons, hard-learned lessons back to founders and guiding them, I guess, in the best way we can. WILL: Yeah, I love that. I love that. MID-ROLL AD: thoughtbot is thrilled to announce our own incubator launching this year. If you are a non-technical founding team with a business idea that involves a web or mobile app, we encourage you to apply for our eight-week program. We'll help you move forward with confidence in your team, your product vision, and a roadmap for getting you there. Learn more and apply at tbot.io/incubator. WILL: Let's transition to talking a little bit about you. I love to just ask questions to the founders because, honestly, what founders go through just amazes me that you continue to go. You wake up, and you do it over and over again. So it's amazing, so kudos to you. So let's talk about that; why? Why do you wake up every morning and do EmergeOne, do Projected.ai, do the podcasts? What's your why? AARISH: I'm in therapy trying to figure that answer out myself. WILL: [laughs] AARISH: No, look, I mean, I think what drives me, again, it's that sense of purpose of helping others. It's also scratching the itch. I think a lot of founders, it's about scratching that itch. There is something that you can see that is wrong in the universe, and you want to fix it. And if I think about those various sorts of businesses or podcasts, each of them attracts me in different ways. So EmergeOne, we get to help lots of businesses, providing them really, really significant support. And we're working with great VCs, with great clients, great startups, and scaleups. At Projected, we get to expand that range because you're no longer reliant on one person providing a CFO service or a bench of 20 people or whatever. We can now do that across hundreds, thousands of startups if need be. With the podcasts, it's a combination of learning and hopefully also providing some learning to others, helping them understand a bit more. So the Off Balance podcast these are like two-minute short episodes, which go into the detail of those 100 lessons that I've learned. And some of them are very, very personal to me, but they're probably applicable across most businesses. And all I'm doing is exploring those in a bit more detail and hopefully passing that on so that some other founder somewhere doesn't have to go through the same pain of learning that lesson. They can look out for the signals and figure out how to deal with it in advance. And Nothing Ventured scratches my itch to learn more about the VC ecosystem. If you imagine I'd spent ten years out in New Guinea, I had no idea what venture capital was out there. I really didn't understand what the tech ecosystem was. When I arrived there, we were still on dial-up. There were no mobile telephones. It wasn't until 2008, 2009, that mobile telephony really kind of picked up over there. So when I came back to the UK, I was just surrounded by all of this stuff which I was massively curious about. And so everything I've done since then is about scratching that curiosity and learning. And I think that that drives pretty much everything that I do in life in general, which is this huge passion to learn and understand the world a bit better and to hopefully pass on whatever I can to others because I think life's too short to hold it all for yourself. The more you can give, the better the world is. WILL: Yeah, definitely, definitely. Let's give a sneak peek into Off Balance. You said that you use that to teach lessons that you've learned along the way. What have been some of the big obstacles that you've come across? AARISH: Oh wow. I mean, there are 100 lessons in there, [laughs] so I'm going to have to pick a couple of my favorites. Okay, so one which actually I posted about today on LinkedIn it was like the episode we dropped today, which is "Hire Slow, Fire Fast." And I got a lot of flak about this actually talking about it on LinkedIn when I first posted it. And the reason I think that I got a lot of flak was all people read were those four words: hire slow, fire fast. And they just assumed what I was saying was you should fire in the vein of a lot of the larger tech businesses over the last couple of years where maybe they've sent a mass text message or email and just sacked a bunch of people. And that's absolutely not what I'm advocating for. I think you should always be human when you are dealing with people all the time. But the things that I've really learned is if you don't have a process to hire people well, you end up hiring the wrong people. And you end up hiring people that either don't have a fit in the business or are just not the right people in terms of their ability to do what you need them to do. And we're all probably aware of this fact by now, but it bears repeating, right? All of us when we are talking to other people, we look for reflections of ourselves. So when we are hiring people, we look for people that emulate how we see ourselves, whether that's in the way they talk, in the way they dress, whether they look like us, or whether they come from a similar background. And I think those are all obviously negative biases that we all need to remove. And the way you can remove those is in a couple of ways, so, one, use data wherever possible and use data points. Secondly, have a process that makes sure that you have a really strong top-of-the-funnel, bringing in candidates from across all sectors, all experiences. I make sure that there are several people involved in that process so that you're all giving your feedback on an individual so that you can make sure that, actually, I thought this person was going to be great in this role, but maybe my CTO thinks they're not; they're going to be mediocre. We can have that conversation and understand where those challenges have come up, and hopefully get to a place where we either decide actually, yeah, you know what? We shouldn't hire this person. Or, actually, yeah, you know what? I think you're right. I'm convinced that this is the right person. We should go for them. But I think the point is companies can lose hundreds of thousands of dollars hiring the wrong person, that's in recruitment fees, in training fees, and lost time, et cetera, et cetera. So it makes sense to do it right, right from the beginning. And the flip side of that is if you have hired someone and they turn out to be a toxic person or not fit for purpose in terms of the role that they're doing; the point is not to then just send them an SMS and say, you know, "You're fired." The point is, you know, Donald Trump style, no. WILL: [laughs] AARISH: The point is actually to take the decision really quickly. So if you realize that that person is not working out, then make the decision and execute on that decision as quickly as possible because I've seen it too often and have done it myself to the business' detriment. I've seen too often people sitting on a decision to move someone on. And that's ended up leading to problems in the business because other employees, other members of the team will recognize that toxicity or that person isn't pulling their weight, or they aren't able to do the job even. And that will just lead to negative impact on the rest of the business as well. So that's definitely one I would always come back to is, like, hire slow, fire fast. I think I'm happy to take more flak on it because I strongly believe it is something that more founders and more businesses should take heed of. And the other one, I think it was number one on my list for a reason, and that's cash trumps everything and today, even more so than anything else. I think businesses over the last, certainly in the venture ecosystem, over the last sort of five years, growth at all costs has been the mantra, and that's throwing dollars at marketing and just building new customers, or buying new customers, I should say, to supercharge growth when actually that isn't sustainable. And it doesn't necessarily lead to good outcomes in the future. My preference is twofold, one, spend as much time and money as you can in cultivating your existing customers, make sure you're really giving them delight in whatever product or service you're providing them because that means that they're going to stay with you longer. They're going to pay themselves back in terms of how much it costs to acquire, and hopefully, they're going to be advocates for your business. And all of that basically leads to a better cash bottom line. And today, always, but today over and above any other period, I think over the last 5, 10 years cash trumps everything because you are only as good as your runway. And when you run out of money in this market, it is very hard to go out and try and raise additional capital, and raising capital at the sort of valuations that people have also been used to over the last several years is getting harder and harder, if not impossible. So those are probably the two that I would always come back to; it's the hire slow, fire fast, cash trumps everything. And it's better to spend money retaining and loving your customers than trying to constantly acquire new ones. WILL: Yeah, I love that. I love that. Let's flip it to the other side, what have been some of your biggest wins in life? AARISH: I mean, I'm going to say the obvious one. My biggest wins are my family, you know, my wife, my kids. I've got two beautiful daughters, one's 21, one's 15. I hope we've raised them to be well-adjusted children. We've given them, I think, the ability to go out and do what they want in life. And that's really important to me. My wife, her, and I have been together for 20 years. We've had our ups and downs, but today I think we make an amazing team. And I'm really fortunate to have her in my life. If I think about wins and success in business, it's really hard for me and, again, because I think success is a state of mind. It's not something that you can chase. And I think too many people get caught up in this sort of idea of I'll be successful when. And what I mean is I'll be successful when I've raised that big series A, or I'll be successful when I've exited my business, or I'll be successful when I've made that huge sale, or when I've hired that rockstar employee or made it to founder, or whatever it is. If you approach success with the attitude of you are already a success, whatever you're doing, you are alive today, living in one of the most exciting times on the planet. You are a successful human being; whatever anyone else says, that's a major win in itself. And understanding that state of mind that you have to be in is something that it takes a really long time to understand and really internalize. And I think the way that I've managed to get to that place is I've realized that in the past, either I was chasing success or I was waiting for someone else to tell me that I've been successful. When in reality, if I judge success based on my own benchmarks, then it's impossible for me to look at what I've done and say I haven't been successful. I've got two businesses, two podcasts. Who knows? One of those businesses may fall over, one of those podcasts may not get a single listener or whatever. But the mere fact that I've shown up and broken ground on all of that stuff for me is, I think, an indication of success. It's something I'm really proud of. And as I move forward in life, I'm always going to try to do better. But I already know that whatever successes or failures I may have in the future, I've already been successful. And I think that's the thing that all of us should hold on to in life. WILL: Yeah, I totally agree with that, and I really, really like that. So I'm going to close it out with this: what advice would you go back and give yourself when you first started at the very beginning knowing what you know now? AARISH: I would say from the age of like 15 to the age of getting on 37, 38, I was a product of what other people wanted, what I did at school, what I studied...well, what I studied at university was what I wanted to do, but it was almost in retaliation for what others wanted me to do. Where I worked, the sort of path that I trode was very much based on culturally, familiarly what was expected of me kind of growing up in a very middle-class and privileged background. It wasn't until I came back to the UK from Papua New Guinea, where I basically came back with nothing to my name and no idea what I was going to do, and I started doing things that I wanted to do and started backing myself in spite of what other people were saying. So even when I left that first job working at the EdTech business, one of my cousins turned around and said, "Why are you leaving that job? It is paying you a really good salary. Like, why would you leave that to do this thing?" And I had someone else, an angel investor who's one of my closest friends; she turned around and said, "Well, if one of my portfolio companies came and said, oh, they're looking to bring in a CFO, I'd tell them they're stupid and spend their money elsewhere." And I was like, "No, I can see that there is something to be done in this space. I'm going to go and do it." And, lo and behold, again, it's paid off. And so I think the one piece of advice I would have given to myself, and I would give to everyone, is back yourself early on. You may not have the experience to do everything. You may not have the network. You may not have the cash. You may not have the friends and family that can invest in you or whatever it might be. But take that first step, back yourself because ultimately, if you can't back yourself, no one else is going to. WILL: Wow, that's really good, really good. Wow, I really like that. Yeah. Yeah, I really liked that because it's kind of the initial stage of that self-care, especially as a founder. Like, if you don't believe in yourself, how can you even ask someone else for it? Because they can see, like, well, is this a good investment? Are you going to see it through, or are you going to quit? AARISH: Yeah, and in fact, I'd add to that one of the other things I've said is, but I came to this late in life, is if my mind and my body aren't healthy, then my business can't be either. I realized quite late in life, as I say, probably mid-30s, again, that I'd probably done more damage to my body than I needed to through my diet, through whatever proclivities I may have had. The most amazing I've ever felt is today, where I'm exercising daily, where I'm taking care of myself mentally, taking the time to think about what is important to me, and to show gratitude for a lot of stuff as well. And exactly as you say, if you're not looking after yourself, it's really, really hard to look after a business, to look after team members. And certainly, when other people are looking at you, they're going to kind of sit there and say, "Well, how safe is my money in this guy's hands? Or do I think that this person is going to be able to see it through?" So 100% the two things are back yourself and look after yourself. I think those are two really important things. WILL: All right, to close out the podcast, is there anything that you would like to share with the audience? AARISH: I mean, I think it's been awesome speaking to you. I would love for everyone to come and check out Nothing Ventured and the Off Balance Podcast. And please connect with me on LinkedIn, follow me, follow me on Twitter. My handle is @adsinuk, so that's @A-D-S-I-N-U-K, both on LinkedIn and on Twitter. You can find me at Aarish Shah on LinkedIn, obviously, as well. I'm always keen to hear from people, learn from people, talk to them. All I would ask is be gentle with each other. Come find me. Come have a chat. And, yeah, it's been awesome speaking to you today. WILL: Yeah, it's been great talking to you too. And I'm going to lead by leadership. And I'm going to look you up on LinkedIn, Twitter; check out the podcast. I'm excited about that. So I'm looking forward to it. AARISH: Amazing. Thanks, man. WILL: Yeah, thank you. You can subscribe to the show and find notes along with a complete transcript for this episode at giantrobots.fm. If you have any questions or comments, email us at hosts@giantrobots.fm. You can find me on Twitter @will23larry. This podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. Thanks for listening. See you next time. ANNOUNCER: This podcast is brought to you by thoughtbot, your expert strategy, design, development, and product management partner. We bring digital products from idea to success and teach you how because we care. Learn more at thoughtbot.com. Special Guest: Aarish Shah.

As an early holiday present to our listeners. We are releasing 4 of the interviews that we recorded for our Series on the influx of American capital into the European tech ecosystem in their raw form. Hussein covers topics like: How LPs in Europe and the US used to think European venture was a gamble How sometimes overpaying for deals is a 'winning' strategy The difference in approach by US funds entering Europe and which are stealing the headlines Why targeting the US as a customer market is the 'right' move for a venture backed company We hope you enjoy!

Hussein Kanji is the founding partner at renowned early stage venture firm, Hoxton Ventures. Following experiences at Microsoft and Accel Partners Hussein decided to set up Hoxton Ventures in 2013 in the hope that by backing Europe's best global tech companies, his team would be able to bring a slice of Silicon Valley to Europe. As a result of backing four unicorns and creating $54bn of value both Hussein and Hoxton have gone on to develop a reputation as one of the best operators in the venture space. In this episode Hussein begins by reflecting on his time at Microsoft and how that experience went on to shape his approach to venture. James and Hector then dig deeper into Hussein's personal motivations behind going into venture and lessons he has learnt from picking founders. Make sure to like and subscribe to the Riding Unicorns podcast to never miss an episode. Also don't forget to give Riding Unicorns a follow on Twitter and LinkedIn to keep on top of the latest developments.

Hussein Kanji, co-founder at Hoxton Ventures who presents himself as an analyst on LinkedIn to avoid spam messages from dozens of founders (I just find it hilarious that those messages go so out of hand, this kind of measures have to be taken so decided to mention it here). We spoke about the way Hoxton got to such a high rate of IPOs per investment and how Hussein finds those companies. We also spoke about IPOs and some other good stuff. Hussein's LinkedIn: https://www.linkedin.com/in/hkanji/ Hussein's Twitter: https://twitter.com/hkanji Hoxton Ventures: https://www.hoxtonventures.com/ For our European listeners: Firstbase, where I work, can help you incorporate in the US fast and painlessly so check it out and use my code to get a discount - RADIO15

Hussein Kanji - Hoxton Ventures co-founder - is a US-born, London-based VC who's funded scaleups like Deliveroo, Darktrace & Behavox & was named by The Daily Telegraph as Europe's most influential technology investor!    Hussein explains why: Entrepreneurs should only approach VCs if they've a hyper-scale startup! Lack of talent with genuine scale-up credentials cripples the growth of European tech ventures European startups should quickly scale their sales & marketing teams in The States  VCs, despite their high-achieving backgrounds, must learn how to be the dumbest person in the room! Partners at small VC firms must be prepared to tread a lonely path - they'll have negligible access to mentors & coaches For more insights into venture investing head over to https://www.hoxtonventures.com  & for advice on scaling software ventures check out https://alpinasearch.com

Today, we’re thrilled to be joined by Hussein Kanji, a London-based venture capitalist. Hussein co-runs Hoxton Ventures, a firm he started in 2013. Hussein has invested in and/or served on the boards of some amazing companies, including Deliveroo, Babylon Health, DarkTrace, Behavox and many more. Prior to starting Hoxton, Hussein worked on product at Microsoft and then at Accel, one of the world’s premier venture firms. For all of our past episodes and to sign up to our newsletter, please visit bankingthefuture.com. Thank you very much for joining us today. Please welcome, Hussein Kanji.

London Business School’s Reunion brings together the School’s alumni to reconnect with classmates, and draw inspiration from expert faculty. The 2019 event featured a session on the people and innovations that are changing the world. Led by Ioannis Ioannou, Associate Professor of Strategy and Entrepreneurship, the panel included three standout alumni. Misha Engineer, Oriol Fuertes Cabassa and Hussein Kanji explore the impact they’ve had within their industries - through innovation and a focus on people, customers, and patients. https://www.london.edu/lbsr/changemakers-misha-engineer https://www.london.edu/lbsr/changemakers-oriol-fuertes-cabassa https://www.london.edu/lbsr/changemakers-hussein-kanji

We talk to Hussein Kanji, partner at Hoxton Ventures in this fascinating insight into the world of venture capital. Hussein talks about some of the companies he's invested (including the likes of Deliveroo), the amazing success rate they've had, what criteria they look for in a company, and where he thinks the next big things are happening. www.islamicfinanceguru.com/courses https://www.hoxtonventures.com watch the video: https://youtu.be/C3ggtCTS7uk

In the Know has Amol Sarva (Knotel cofounder) visiting an old friend, Hussein Kanji, and learning about Hussein’s path to founding Hoxton Ventures. In the Know is hosted by Dr. Amol Sarva, co-founder of Knotel, Knotable, Halo Neuroscience, Peek, Virgin Mobile,

Hussein Kanji, Partner at Hoxton Ventures, is based in London and the primary focus is on European ventures.

Hussein Kanji really is a pedigree in the industry having started off his career with Microsoft, he made the leap into venture with Accel Partners where he was a board observer with the likes of Playfish, acquired by Electronic Arts and made seed investments in the likes of OpenGamma and Dapper acquired by Yahoo. Following such success, Hussein raised his own fund and is now the founder of Hoxton Ventures, a 2013 fund with $40m under management. Despite, Hoxton’s age their portfolio is immense with the likes of Deliveroo, DarkTrace by the famous Mike Lynch from Autonomy and Campanja, recently acquired by 24/7 customer. Before we delve into the show today, our dear friend and kind donator, Brad Feld has agreed to do a competition giveaway featuring signed copies of his amazing book, Venture Deals, all you have to do to be in with a chance is headover to the website at www.thetwentyminutevc.com and sign up for our newsletter. It’s that simple. In Today's Episode You Will Learn: 1.) How Hussein mad his way into the wonderful world of venture? 2.) What was it like to start a new fund with Hoxton and why did Hussein leave the security of Accel to start his own? 3.) Why did Hussein believe this was the stage with the most opportunity? Does he think there is too much capital chasing too few deals? 4.) With DarkTrace (portfolio company), Hoxton were the only VC money in at the early stage? How did that come about and what was it about Hoxton that made Mike take your money? 5.) Why did Hussein choose to setup the fund in London? What does he think is driving the surge in European tech with the rise of the Nordics etc? 6.) With Steve O’Hear Hussein stated he looks for brand new markets that are going to be formed (Playfish)? What does he think those are? Items Mentioned In Today's Show: Hussein's Fave Book: The Second Bounce Of The Ball: Ronald Cohen, Flowers from Algernon Hussein's Fave Blog: Josh Koppelman: Redeye VC, Abnormal Returns As always you can follow Harry, The Twenty Minute VC and Hussein on Twitter here! If you would like to see a more colourful side to Harry with many a mojito session you can follow him on Instagram here!   

Hussein Kanji is a partner at Hoxton Ventures, a Venture Capital company that helps entrepreneurs disrupt existing industries and invent new ones.