Podcasts about vcs

Less than 1% of U.S. businesses that ever raise outside money end up raising venture capital, and most founders chasing it don't actually need it.In this entrepreneur interview, Jeff Amerine — a venture capital investor and longtime advisor in the startup ecosystem — breaks down the real landscape of startup funding: when to bootstrap, when to raise, and why most companies burn time chasing the wrong kind of capital. He and co-hosts Daniel Koonce and Grace Gill also dig into what VCs actually look for, the most common fundraising mistakes founders make, and the difference between convertible notes and SAFEs.Whether you're bootstrapping your first idea or getting ready to pitch investors, this conversation will change how you think about who to raise from and when.What you'll learn:The three main ways founders fund a business and how to know which one fitsWhy raising venture capital has only gotten harder, and what VCs are really evaluatingThe most common fundraising mistakes founders make (and how to avoid them)Convertible notes vs. SAFEs, explained in plain EnglishWhat a strategic investor actually offers and when it's worth taking their money⏱️Chapters 1:26 Welcome to the Startup Junkies Podcast 2:03 The Three Ways to Fund a Small Business 3:43 What Is Bootstrapping? 5:33 Does Venture Capital Only Fund Tech Companies? 6:46 The Truth: Less Than 1% of Businesses Raise VC 7:33 When Is a Founder Ready to Raise Money? 9:59 Why Raising Venture Capital Has Gotten Harder 11:15 Inside a VC Firm: From 1,000 Deals to 3 or 4 12:43 How to Actually Find Investors 14:19 Common Fundraising Mistakes Founders Make 16:43 Convertible Notes vs. SAFEs, Explained 21:27 Why Startups Actually Need Money 23:35 What Are Strategic Investors — And Are They Worth It? 27:16 The Deal Jeff Wishes He'd Invested In

On this episode of Run the Numbers, CJ sits down with Dave McClure and Aman Verjee of Practical VC to talk about the evolution of startup investing — from the PayPal mafia and Founders Fund era to 500 Startups, YC-style scale, and today's secondary market.—SPONSORS:Rillet is an AI-native ERP built for modern finance teams that want to replace NetSuite and close faster. With revenue recognition, close management, multi-entity support, and native Stripe and Salesforce integrations, Rillet helps scaling companies run their finance stack in one place. Hundreds of teams, including Windsurf and Mercor, use Rillet to make the zero-day close real. Book a demo at https://www.rillet.com/cjMaximor is an autonomous finance platform that runs order-to-cash, procure-to-pay, the close, cash management, and reporting on self-learning agents instead of a dozen disconnected tools. One PE-backed customer cut their close in half, took audit findings from seven to zero, and cut back-office costs by 70% in six months. You pay for outcomes, not seats. See it at https://www.maximor.ai/Brex is an intelligent finance platform with AI-powered agents that capture expenses automatically, enforce policy before the spend happens, and close your books in minutes instead of weeks. 35,000+ companies like OpenAI, Coinbase, Anthropic, and DoorDash already run on Brex. It's time to get Brex AF. Learn more at https://www.brex.com/metricsAnrok is the sales tax platform that watches your exposure everywhere, automates compliance, and flags risk before it turns into a surprise back-tax letter from a state you've never set foot in. Companies like Anthropic, Notion, and Vanta already trust Anrok to stay ahead of rules that move faster than any spreadsheet can. Talk to a sales tax expert for a personalized exposure estimate at https://www.anrok.com/rtnRightRev is an automated revenue recognition platform that lets your product team ship new pricing without asking finance for permission, and your sales team close deals without creating downstream chaos. Check out their free tool at calculator.rightrev.com It scores your rev rec process, shows what's exposing you to risk, and tells you exactly where to focus before it bites you in the rear end. Check it out at https://calculator.rightrev.comPulley is an equity management platform that lets you issue options, model dilution, and complete 409As without your cap table turning into a spreadsheet disaster. Founders raising, hiring, and scaling use Pulley to keep equity clean and stay focused on building. Learn more or request a demo at https://pulley.com/mostlymetrics—LINKS: Mostly Talent: https://mostlymetrics.typeform.com/to/cLTxtAsNGuests:https://www.linkedin.com/in/davemcclure/https://www.linkedin.com/in/aman-verjee/Company:https://practicalvc.com/CJ: https://www.linkedin.com/in/cj-gustafson-13140948/Mostly metrics: https://www.mostlymetrics.com—TIMESTAMPS:0:00 Preview and Intro3:00 Writing as a distribution strategy5:17 How Dave's blog led to Founders Fund7:24 Aman: writing at PayPal and law school9:29 PayPal: the red pen of David Sacks11:44 Sponsors — Rillet | Maximor | Brex14:59 500 Startups: the original thesis16:22 The volume strategy: more shots on goal18:44 Twilio, Lyft, Sendgrid, Credit Karma20:15 60x returns: right place, right time23:07 Sponsors — Anrok | RightRev | Pulley25:58 Accelerator ecosystem evolution28:42 500 vs. YC: scale as a weapon32:52 Globalizing the accelerator model35:04 Seed to secondaries: how it happened37:00 Scratching their own itch for liquidity38:10 The secondary market explained40:50 Types of secondaries43:29 Why would a VC sell a winner?46:07 Managing DPI as a late-stage manager47:02 The five horse framework49:15 Skipping the J curve51:44 Imperfect information as a feature55:22 Landmines: fraud, mismarked valuations57:00 VCs lie about valuations three ways57:58 Forward contracts and counterparty risk1:00:29 Credits

Dans cet épisode, je reçois Clotilde Bouchet, administratrice indépendante dans le secteur financier, pour une discussion autour de la gouvernance dans la finance et de la construction d'une carrière entre grands groupes bancaires et fintechs.Nous avons parlé :De la course contre la montre chez IsoDev : rejointe en mai, avec un fonds attendu prêt dès septembre, elle a monté en quatre mois toute la chaîne crédit, le dispositif risque et un double fonds commun de titrisation en France, avec une première tranche de 30 millions d'euros levée en plein été.Du screening de 40 000 PME et du déploiement de 100 millions d'euros sur environ 4 000 PME, en pleine crise de liquidité post 2008, à un moment où les banques n'honoraient plus leurs engagements de financement.De l'anecdote du firewall non activé chez IsoDev, révélatrice du côté artisanal et parfois vertigineux des débuts d'une fintech pionnière.Du frein juridique, et non technologique, qu'a représenté la non reconnaissance de la signature électronique, obligeant à envoyer des équipes signer physiquement les contrats avec les clients.De l'impact réel de la loi Copé Zimmermann sur les boards financiers en France : plus de femmes, mais souvent recrutées dans les mêmes réseaux, ce qui perpétue une forme d'entre soi.De la tension structurelle entre l'horizon de sortie à cinq ans d'un fonds actionnaire et le rôle d'un administrateur, censé garantir le développement long terme de l'entreprise.De son constat que les VCs, très compétents pour la valorisation et le pitch, n'ont souvent pas les compétences de gestion financière du quotidien (trésorerie, pilotage du cash) nécessaires pour diriger une entreprise.Un échange concret et sans langue de bois sur ce que veut vraiment dire être administratrice indépendante aujourd'hui, entre exigences réglementaires croissantes et nécessité de ne jamais perdre de vue le business.Recommandation de Clotilde : "L'aviation, Poutine, l'Amérique et moi" de Marc Dugain: https://share.google/mTP4F0kSIxoShUAGz Liens utilesClotilde Bouchet: https://www.linkedin.com/in/bouchetclotilde/ClearBank https://clear.bank/Finscale est aussi disponible sur YouTube: https://www.youtube.com/@finscale.***************************Finscale est bien plus qu'un podcast. Cet épisode est produit et animé par Solenne Niedercorn, fondatrice de Finscale.

Most founders treat fundraising like a necessary evil — something to endure, survive, and move past so they can get back to building. Jason Fishman, founder and CEO of Digital Niche Agency, has spent a decade proving that's exactly backwards.With over 500 deals under his belt and campaigns that have collectively generated hundreds of millions in revenue and capital raised, Jason breaks down how modern founders are using regulated investment crowdfunding (Reg CF, Reg A+, and Reg D) not just to fill their bank accounts, but to build armies of shareholders, brand advocates, and strategic partners. The real asset isn't the money — it's the 20,000 investors who now want you to win and will tell everyone they know.This episode is a masterclass in treating your capital raise as a full-blown marketing campaign.Key Takeaways4:14 — How Jason discovered fundraising is a marketing exercise. Working at a social gaming company in LA, he created 75 versions of a pitch deck and saw firsthand the inefficiencies — and the upside — of a well-executed raise.7:01 — Why the warm-intro VC mindset is outdated. The traditional approach limits founders to who they know. Reg CF and Reg A+ let you target anyone — including non-accredited investors — and build a shareholder base of tens of thousands.8:48 — The planning principle most founders ignore. If you need funds in a year, start today. Fundraising isn't a sprint — it requires seeding relationships and building infrastructure long before you launch.10:48 — The traffic math behind a successful Reg CF campaign. You need 50,000–100,000 visits to an offering page to generate ~1,000 investments. Understanding digital marketing metrics — not just dollars raised — is the real measure of momentum.14:37 — Reg D vs. Reg CF vs. Reg A+ — how to choose. A clear breakdown of all three exemptions: who can invest, minimum investment levels, filing complexity, timelines, and when each makes sense for your stage.22:05 — How crowdfunding creates negotiating leverage with VCs. A graphene-industry client hit their full $5M Reg CF raise in 43 days — then used that crowd as a "waiting list" to walk away from unfavorable VC terms.23:52 — Which industries work best for community-driven raises. It's not just consumer brands. B2B companies, biotech, modular homes, and AI companies are all succeeding — what matters is a compelling market narrative.28:34 — Storytelling is the real conversion lever. The 3-1-3 method: break your pitch into 3 sentences, compress to 1 sentence, then distill to 3 words. If someone can't repeat your idea at a coffee shop, they won't invest or refer.36:55 — The #1 mistake founders make when marketing a raise. Not starting early enough — and assuming the offering page will do the work. The top 10% of deals get the majority of investments; the bottom 50% do no marketing at all.40:28 — The right vs. wrong way to use AI in your raise marketing. AI slop is rampant. The rule: don't use it unless it's better than human. AI accelerates experts — it doesn't replace them.42:47 — The future of capital formation is large crowds, fast. Prediction markets, digital communities, and A-list endorsements point toward a world where raises fill overnight — whoever builds the audience first wins.Tweetable Quotes"Twenty thousand investors isn't twenty thousand line items on a cap table. It's twenty thousand people who now want you to win — and who will tell everyone they know." — Jason Fishman"The community, the audience, is actually the most valuable part. It is a marketing exercise well beyond the funds raised." — Jason Fishman"If you fail to plan, you plan to fail. Look at fundraising as already accomplished — then figure out the steps to get there." — Jason Fishman"The fewer words used, the better. People need to be able to understand what you do so well that they feel comfortable explaining it to someone else." — Jason Fishman"AI slop is far too prevalent. Don't use it unless it's better than human — for any software, any tool, any AI." — Jason Fishman"If I scroll your offering page and the headlines don't sell me, I'm gone. It could be the most amazing company ever — but the storytelling sold you short." — Jason Fishman"Raise money like you're building a following, not begging for a bailout." — Jeff MainsSaaS Leadership Lessons1. Your investors are your first growth channel — treat them that way. The companies winning with community raises aren't just collecting capital. They're recruiting advocates. Every shareholder is a potential referral source, customer, and word-of-mouth engine. Build your raise strategy like a customer acquisition funnel, not a one-time event.2. Plan your raise 12 months before you need the money. Fundraising has a long cycle — regulatory filings, audience warming, relationship seeding. Founders who wait until they need capital have already lost the game. Start building your investor community before your runway demands it.3. The offering page is your highest-stakes landing page. Optimize it like one. You need 50,000–100,000 visits to generate ~1,000 investments. Apply e-commerce conversion thinking: glance test, bold headlines, social proof above the fold, and clear immediacy (time-limited share prices, investment bonuses). If the headlines don't convert, the product never gets a chance.4. Simplicity isn't dumbing down — it's the highest form of clarity. Use the 3-1-3 method: 3 sentences → 1 sentence → 3 words. If your investor can explain your company at a dinner table, they will. If they can't, they won't invest — and they definitely won't refer anyone. Complexity kills conversion.5. Crowdfunding creates leverage — don't give it away too early. A crowd of investors is a negotiating asset. Founders with a demonstrated ability to raise from retail investors can walk away from unfavorable VC terms and return to the crowd. This only works if you've built the infrastructure before you need the leverage.6. Diversify your capital-raise strategy the same way you diversify your marketing stack. Don't put all your eggs in one basket — not in SEO, not in one broker-dealer, not in one VC relationship. The founders who succeed build multiple traffic sources, multiple audience touchpoints, and multiple investor pipelines working simultaneously. One channel is fragility. Multiple channels are momentum.Guest Resourcesjfishman@digitalnicheagency.comdigitalnicheagency.comhttps://www.linkedin.com/in/jafishman/Episode SponsorThe Futureproof Series - https://www.youtube.com/playlist?list=PLfkXKUPZ5xuOqMPR7_gzGybncTtavyR1NThe Captain's KeysSmall Fish, Big Pond – https://smallfishbigpond.com/ Use the promo code ‘SaaSFuel'Champion Leadership Group – https://championleadership.com/https://jeffmains.com/books/SaaS Fuel ResourcesWebsite - https://championleadership.com/Jeff Mains on LinkedIn - https://www.linkedin.com/in/jeffkmains/Twitter - https://twitter.com/jeffkmainsFacebook - https://www.facebook.com/thesaasguy/Instagram - https://instagram.com/jeffkmains

Daniel Suh spent a decade optimizing for prestige. Korean immigrant parents who left careers behind to start a small business in the US, a childhood spent moving apartments through bankruptcy, UCSD, five years in consulting to put his brother and mother through school, then an accelerated JD-MBA at Northwestern. He landed the big law summer and a private equity offer, the American dream on paper. He was elated for about ten minutes. "It felt like climbing a mountain for ten years. You get to the summit, and then you realize you climbed the wrong mountain the whole time." Today he is General Partner at Gold House Ventures, the cultural capital fund backing founders at the intersection of AI and creativity.  In this conversation with Jeremy Au, Daniel breaks down the second-generation guilt that pushes immigrant kids into careers they never chose, the high school demand letter that won back his family's security deposit in 24 hours, and why Gold House evolved from an Asian founder fund into something broader. He gets specific about what "cultural capital" actually buys a founder that money and introductions cannot, and why the backlash against AI is a narrative problem rather than a technology one. If nobody trusts the model, adoption stalls no matter how good the model is. Culture, not capability, is what moves people. A conversation for founders, VCs and operators across Singapore, Indonesia, Vietnam, the Philippines, Thailand and Malaysia who are quietly wondering whether they are climbing someone else's mountain. Watch, listen or read the full insight at https://www.bravesea.com/blog/daniel-suh-gold-house   BRAVE is Southeast Asia's leading tech podcast, hosted by Jeremy Au. Honest conversations with the region's top founders, investors, and operators on building startups in Southeast Asia. New episodes every week. Subscribe so you never miss one. Listen & Subscribe YouTube (English), YouTube (Bahasa Indonesia), Spotify (English), Spotify (Bahasa Indonesia), Spotify (Chinese), Spotify (Vietnamese), Apple Podcasts Follow BRAVE LinkedIn, X (Twitter), Instagram, TikTok, WhatsApp Follow Jeremy Au LinkedIn, X / Twitter, Instagram, TikTok, Facebook, Threads, Twitch Resources Get transcripts, startup resources & community discussions at www.bravesea.com #VentureCapital #StartupPodcast #GoldHouse #SoutheastAsia  00:00 - From San Francisco to Manila 01:31 - Korean immigrant parents, bankruptcy and growing up in poverty 03:56 - Three prisms: parent expectations, family money and your own dreams 07:38 - Five years in consulting to put the family through school 09:45 - The Northwestern JD-MBA: decent at law, miserable doing it 13:39 - The big law and private equity offer and climbing the wrong mountain 17:04 - Finding Gold House on LinkedIn and getting emotional over a website 19:46 - The security deposit fight that made empowerment personal 24:42 - Building the "Asian YC" and the fund thesis 27:26 - The Fund II rebrand: cultural capital 32:12 - The AI backlash: jobs, deepfakes and paying creators 34:45 - Bravery, optionality and choosing yourself by telling the truth 39:22 - "A winner is a loser who tried one more time"

ASML may have delivered the most important earnings report of the week for semiconductor investors.The company raised its full-year sales guidance again, reported a sharp increase in memory-related revenue, and announced plans to expand EUV lithography production by around 30% annually in 2027 and 2028.While the headlines focused on ASML, the implications extend far beyond one company.In this episode, we break down why ASML's latest results reinforce the broader AI infrastructure story—and what they mean for companies across the semiconductor supply chain.⭐ Sponsored by Podcast10x - Podcasting agency for VCs - https://podcast10x.comKey topics we explore:– Why ASML is one of the most important companies in the AI ecosystem– What the latest earnings reveal about global semiconductor demand– Why memory-related revenue surged and what it says about HBM demand– How strong EUV orders reinforce the long-term AI infrastructure buildout– The read-through for Nvidia, TSMC, Micron, SK hynix, and other semiconductor leaders– Why investors should watch semiconductor equipment companies as closely as AI chip designersThe bigger question:If the AI infrastructure boom were slowing, would ASML be raising guidance and expanding production capacity?For investors, ASML's earnings provide another important data point that demand for advanced semiconductor manufacturing—and the AI infrastructure powering it—remains robust.LINKSPrashant Choubey - ⁠https://www.linkedin.com/in/choubeysahab⁠Subscribe to VC10X newsletter - ⁠https://vc10x.beehiiv.com⁠Subscribe on YouTube - ⁠https://youtube.com/@VC10X⁠Subscribe on Apple Podcasts - ⁠https://podcasts.apple.com/us/podcast/vc10x-investing-venture-capital-asset-management-private/id1632806986⁠Subscribe on Spotify - ⁠https://open.spotify.com/show/7F7KEhXNhTx1bKTBFgzv3k?si=WgQ4ozMiQJ-6nowj6wBgqQ⁠VC10X website - ⁠https://vc10x.com⁠For sponsorship queries reach out to prashantchoubey3@gmail.comThis channel is for asset managers, allocators, and investors who want analysis that holds up—not headlines dressed as insight.Subscribe for weekly data-driven breakdowns of the forces reshaping capital markets.#ASML #Semiconductors #AI #ArtificialIntelligence #Nvidia #TSMC #Micron #SKHynix #HBM #EUV #ChipStocks #Investing #TechStocks #VC10X #Finance #VentureCapital #DataCenters #SemiconductorEquipment #WallStreet #Markets

Cambridge Tech Podcast hits a significant milestone this week with its 200th episode, and they marked the occasion by revisiting Pragmatic Semiconductor, the company that featured in their very first show. This time, co-founder and CTO Richard Price joined hosts Faye Holland and James Parton to discuss how the company has evolved from a scrappy six-person startup in a Cambridge shoebox office to a 300-strong powerhouse reshaping the semiconductor industry.Richard Price's journey is a masterclass in deep tech entrepreneurship. Starting with a chemistry kit that "ruined a number of carpets" as a child, he progressed through organic light-emitting diode research before co-founding Pragmatic in 2011 with Scott White and four other talented founders.Richard shared with us details of some of their key innovations:Thin-film semiconductor layers on flexible substrates (not silicon-based)Manufacturing cycle times measured in days, not monthsLower temperatures, less water, fewer chemicals = genuine sustainability benefitsCurrent applications in RFID smart labels for anti-counterfeiting and EU digital product passport complianceThe roadmap is ambitious. Generation 3 chips launch this year, followed by a CMOS platform at the end of next year, the first complementary metal oxide semiconductor offering from the company. Beyond that lies the "fab as a service" model, potentially deploying manufacturing facilities globally to compress supply chains and boost resilience.For founders and VCs, Pragmatic's story offers valuable lessons: the importance of finding the right co-founder (Richard and Scott have been together 15 years), the critical role of ecosystem and location, and the patience required to build deep tech companies.Headline sponsor Holden Polestar Produced by Cambridge TV #CamTechPod Hosted on Acast. See acast.com/privacy for more information.

What separates the investors and founders who thrive in moments of radical change from those who don't? According to Alec Litowitz, it isn't intelligence or emotional maturity - it's adaptability.Alec is the founder of Magnetar Capital, one of the most respected multi-strategy hedge funds in the world, and the founder and managing partner of QStar Capital, his single family office and investment platform. Over a 30-year career that began at J.P. Morgan, continued as a founding partner and global head of equities at Citadel, and culminated in building Magnetar from scratch, Alec developed a framework he calls the Adaptability Quotient - AQ - for making decisions under genuine uncertainty. His book, The Adaptability Quotient, publishes September 15th.Today, through QStar, Alec invests with no fund mandate and no LP constraints - thematically across both public and private markets, in everything from CoreWeave and SpaceX to top-tier VC and PE managers. That unconstrained vantage point, combined with three decades of pattern recognition across market regimes, gives him a distinctive lens on where venture capital sits inside the current moment of change.Nick and Beezer dig into the core distinction Alec draws between risk and uncertainty - a difference he argues most investors collapse at their peril - and how the AQ framework maps directly onto how founders build, how VCs back them, and how the venture ecosystem itself needs to adapt. They also get into what he calls the second cognitive revolution: why AI isn't just a new tool but a system-level regime change, what that means for the capital stack and liquidity timelines in venture, and why the answer for smaller players isn't resistance - it's remapping.Quotes"What entrepreneurs get paid for is not risk. They get paid for uncertainty, for resolving the uncertainty. People may stay at some stranger's house or they may not, but I don't know the probability. If it's high, I have a business. If it's zero, I don't have a business. Let's go resolve that probability. And when someone does a startup and tests it, raises money, probes around it, and gets feedback loops - the answer is yes. That's what they get paid for, for resolving that uncertainty."Time Stamps00:00 What Entrepreneurs Actually Get Paid For00:31 Introducing Alec Litowitz: Citadel, Magnetar, and QStar02:49 Three Career Chapters and the Through Line: A Systematic Approach to Uncertainty06:09 The Book: Why Alec Wrote The Adaptability Quotient07:29 AQ Defined: Why IQ and EQ Aren't Enough When the Frame Itself Changes9:40 Why QStar: No Constraints, No Mandates, Just Mapping the Moment12:22 QStar's Investment Framework: Thematic, Top-Down, Technocentric and Anthrocentric14:51 Why Venture Still Matters: The Venture 20, the Mag Seven, and Where Disruption Lives17:03 Risk vs. Uncertainty vs. Black Swan: The Framework Most Investors Get Wrong22:30 Applying AQ in Venture: MVPs as Probes, Pivots as Feedback Loops22:51 A Case Study in Failing Without Feedback Loops24:33 The Second Cognitive Revolution: Why AI Is a Regime Change, Not a Tool29:20 Is SaaS Uninvestable? What Becomes Abundant and What Becomes Scarce32:53 Mapping the Venture Ecosystem: Capital Intensity, New Entrants, and IRR Pressure37:08 The Liquidity Problem Reframed: DPI, TDPI, and Timeline Mismatch40:12 Secondary Markets as a Structural Response43:48 Final Advice: Upgrade Your Operating SystemLinksConnect with the guest and hosts on LinkedIn!Alec LitowitzBeezer ClarksonNick ChirlsLearn more about:The Adaptability Quotient (pre-order on Amazon)QStar CapitalMagnetar Capital⁠⁠Early Adapters Newsletter⁠⁠Asylum Ventures⁠⁠OpenLP

Executive coach Pooja Venkatraman (Harvard College, Harvard MBA, ex-BCG, ex-Capital One) explains why burnout has almost nothing to do with how many hours you work, and everything to do with the mental soundtrack running while you work. She breaks down the two flavors of burnout high achievers miss, why "just quit" is bad advice, and the framework she uses to help Ivy League grads and operators get unstuck. For founders, VCs, and operators across Singapore, Indonesia, Vietnam, the Philippines, Thailand, and Malaysia, this is a candid look at building a career that feels as good on the inside as it looks on the outside: navigating career pivots, imposter syndrome, and high-pressure decisions without burning out. Pooja also shares her non-linear path from aspiring screenwriter to coach, and why every move was a hypothesis worth testing. Learn more about Pooja: https://poojavcoaching.com/ Watch, listen or read the full insight at https://www.bravesea.com/blog/pooja-venkatraman-burnout-fear-flow  BRAVE is Southeast Asia's leading tech podcast, hosted by Jeremy Au. Honest conversations with the region's top founders, investors, and operators on building startups in Southeast Asia. New episodes every week. Subscribe so you never miss one. Listen & Subscribe YouTube (English), YouTube (Bahasa Indonesia), Spotify (English), Spotify (Bahasa Indonesia), Spotify (Chinese), Spotify (Vietnamese), Apple Podcasts Follow BRAVE LinkedIn, X (Twitter), Instagram, TikTok, WhatsApp Follow Jeremy Au LinkedIn, X / Twitter, Instagram, TikTok, Facebook, Threads, Twitch Resources Get transcripts, startup resources & community discussions at www.bravesea.com #Burnout #CareerCoaching #ExecutiveCoaching #SoutheastAsia #Podcast #TechCareers #Leadership #Founders #HighAchievers #CareerChange #MentalHealth 00:00 The biggest misconception about burnout 00:39 Intro: from HBS classmates to executive coach 03:35 The writer years: Harry Potter to Harvardwood 08:22 Pivot to business: Capital One and the secret writing job 10:28 HBS, BCG, and the hypothesis that broke 13:12 The Clay Christensen fellowship and the shelved book 17:44 Back to Capital One: "You're not being brave" 23:44 The circular career and the wrapping paper trap 28:56 Hiring a coach, then becoming one 35:17 Burnout is not about the hours 38:44 Why not just quit? The internal tug of war 42:05 Being brave, advice to her younger self, and takeaways

By his early 20s Ryan Merket was battling a life-threatening meth addiction, completely written off by the conventional world. Long before that, he was a misfit kid running a global software-cracking underground from his bedroom; hacking AOL at 12 years old.Today, he's the Managing Partner of Comal Ventures, a prominent angel investor with a hand in nearly 20 successful startup exits, and a veteran of the Facebook Platform team, Reddit's early Product team (where he 8x'ed ad revenue in a single year), and the AWS Startup Team.But behind the elite resume lies one of the most raw, non-traditional comebacks in the tech ecosystem. In this episode, Ryan strips away the sanitized corporate PR to share the unfiltered truth of his climb from a freshman dorm room at 21, exactly one year clean from meth, to rebuilding his entire life through code and technology.What We Uncover in This Episode:Hacking AOL at 12 Years Old: How running a rogue online software ring as a kid taught Ryan how to lead people and build systems long before he ever stepped into a corporate office.Why Not Fitting In Was His Edge: Ryan discusses clashing with traditional corporate environments, why he rejected the typical resume path, and how being an outsider helped him spot opportunities others completely missed.Surviving Betrayal in Silicon Valley: The raw truth about being pushed out of his own startup by a co-founder, right as the company was taking off.Told He Was "Too Nice" to Win: Why top VCs told Ryan he didn't have what it takes to succeed, and how he turned that label into his brand instead of changing who he was.The Thin Line to Rock Bottom: A sobering look at how close anyone actually is to losing it all, and why keeping your ego in check is the only way to stay grounded when you hit the top."We celebrate success but sanitize the struggle. The most important lessons aren't in the victories; they're in the scar tissue you earn when you get betrayed, fired, and broken." — Ryan MerketConnect with Ryan Merket Website: https://ryanmerket.com/Buy Ryan's Book: Hacker's Edge: Breaking Rules, Beating Odds, and Reinventing a Life→ → → CONNECT WITH PEDRO FRIAS ON SOCIAL MEDIA: ← ← ← ▶︎ YOUTUBE | https://www.youtube.com/realpedrofrias ▶︎ INSTAGRAM | https://www.instagram.com/pedromfrias ▶︎ FACEBOOK | https://www.facebook.com/pedro.frias.7927408 ▶︎ LINKEDIN | https://www.linkedin.com/in/pedrofrias/ ▶︎ TWITTER | https://www.twitter.com/pedromfrias ▶︎ WEBSITE | https://www.pedrofrias.co

Has the AI funding boom peaked?Many investors expected higher interest rates, rising infrastructure costs, and questions around AI monetization to slow venture capital activity.Instead, the opposite is happening.New AI unicorns continue to emerge, with billions of dollars flowing into AI infrastructure, enterprise software, robotics, and cybersecurity.In this episode, we break down where venture capital is placing its biggest bets—and what that means for the next phase of the AI economy.⭐ Sponsored by Podcast10x - Podcasting agency for VCs - https://podcast10x.comKey topics we explore:– Why AI funding remains incredibly strong despite macro uncertainty– The startups attracting the largest funding rounds across AI infrastructure, enterprise AI, robotics, and cybersecurity– Why investors are backing companies like Thinking Machines Lab, Glean, Harvey, Figure AI, and Skild AI– How venture capital is shifting from foundation models to the broader AI ecosystem– What today's private market funding says about tomorrow's public market opportunities– Why infrastructure, automation, and enterprise software could become the next major AI winnersThe bigger question:Are we witnessing another venture capital bubble, or are investors funding the next generation of category-defining AI companies?For investors, following where the smartest venture capital is flowing can provide an early signal of where long-term value is being created.LINKSPrashant Choubey - ⁠https://www.linkedin.com/in/choubeysahab⁠Subscribe to VC10X newsletter - ⁠https://vc10x.beehiiv.com⁠Subscribe on YouTube - ⁠https://youtube.com/@VC10X⁠Subscribe on Apple Podcasts - ⁠https://podcasts.apple.com/us/podcast/vc10x-investing-venture-capital-asset-management-private/id1632806986⁠Subscribe on Spotify - ⁠https://open.spotify.com/show/7F7KEhXNhTx1bKTBFgzv3k?si=WgQ4ozMiQJ-6nowj6wBgqQ⁠VC10X website - ⁠https://vc10x.com⁠For sponsorship queries reach out to prashantchoubey3@gmail.comThis channel is for asset managers, allocators, and investors who want analysis that holds up—not headlines dressed as insight.Subscribe for weekly data-driven breakdowns of the forces reshaping capital markets.#AI #ArtificialIntelligence #VentureCapital #Startups #EnterpriseAI #Robotics #Cybersecurity #Infrastructure #Investing #VC10X

This Week In Startups is made possible by: Digital Ocean - do.co/twist Agree.com - agree.com Every.io - every.io.   Today's show: How many startups matter in tech? Fewer than you think. That's why venture capitalists are tripping over themselves to get onto their cap tables, no matter the cost. Why? Footwork's Nikhil Basu Trivedi argues that the Valley has never been more "power-law-pilled" than it is today. Basu Trivedi joined Cendana Capital's Michael Kim and TWiST's Alex Wilhelm to go deep on secondary markets, the state of startup M&A, why the SaaSpocalypse may be temporary, and what could trigger a retrenchment of the AI trade. It's Wednesday, so it's time for our venture capital roundtable to go deep on how VCs are investing today, and where on the horizon they have their eyes fixed! Guest links: Nikhil Basu Trivedi https://x.com/nbt Footwork https://www.footwork.vc/ Michael Kim https://x.com/MKRocks Cendana Capital https://www.cendanacapital.com/ Show links: The USVC-Anduril blowup https://x.com/ankurnagpal/status/2072701195714531398 Kline Hill Cendana Partners https://www.secondariesinvestor.com/kline-hill-and-cendana-raise-400m-for-second-vc-secondaries-fund/ GPTZero's exit https://gptzero.me/news/preserving-whats-human/ Salesforce buys Fin https://www.salesforce.com/news/press-releases/2026/06/15/salesforce-signs-definitive-agreement-to-acquire-fin/ Vercel buys Better Auth https://vercel.com/blog/vercel-acquires-better-auth Figma buys Bud https://techcrunch.com/2026/07/07/figma-acquires-team-behind-a-vibe-coding-app/ Protoge https://withprotege.ai/ Windborne https://windbornesystems.com/ Etched https://www.etched.com/ Lovable's reported raise https://sifted.eu/articles/lovable-300m-13-2bn-valuation Josh Browder https://x.com/Joshuabrowder   Timestamps: 0:00 Introduction: Nikhil Basu Trivedi (Footwork) & Michael Kim (Cendana Capital) 1:59 The Anduril vs. USVC secondary market blowup 4:08 Why Silicon Valley is 'power-law-pilled' 8:23 Plaud: If your work depends on conversations — interviews, meetings, calls — you need a Plaud NotePin. You can check it out at https://Plaud.ai/twist and use code TWIST for 10% off! 9:37 Information asymmetry in the secondary markets 9:45 Every.io — For all of your incorporation, banking, payroll, benefits, accounting, taxes or other back-office administration needs, visit https://every.io 15:02 Is SPV fraud smoke or fire? 16:32 Superhuman acquires GPTZero 19:54 Agree.com - Stop chasing invoices and automate your entire contract-to-cash stack. Go to https://agree.com and tell them Jason sent you to get 50% off for life! 21:10 The M&A wave 27:19 The SaaSpocalypse debate 29:59 DigitalOcean - Head to https://do.co/twist to start building on DigitalOcean's AI-Native Cloud today — and cut your AI workload costs by up to 50%. 30:44 Data's moment in the energy → compute → data loop 35:01 Where will AI value accrue? 40:04 What could cause an AI correction? 42:17 Why some companies are "too big to miss" 46:23 China's possible open-weight model ban 53:28 Young founders: Etched, Thiel Fellows, Z Fellows, Neo 55:33 Portfolio spotlight: WindBorne's weather balloons and data moat 58:47 Michael's favorite fund manager: Josh Browder Subscribe to the TWiST500 newsletter: https://ticker.thisweekinstartups.com Check out the TWIST500: https://www.twist500.com Subscribe to This Week in Startups on Apple: https://rb.gy/v19fcp   Follow Lon: X: https://x.com/lons   Follow Alex: X: https://x.com/alex LinkedIn: ⁠https://www.linkedin.com/in/alexwilhelm   Follow Jason: X: https://twitter.com/Jason LinkedIn: https://www.linkedin.com/in/jasoncalacanis   Check out all our partner offers: https://partners.launch.co/   Great TWIST interviews: Will Guidara, Eoghan McCabe, Steve Huffman, Brian Chesky, Bob Moesta, Aaron Levie, Sophia Amoruso, Reid Hoffman, Frank Slootman, Billy McFarland   Check out Jason's suite of newsletters: https://substack.com/@calacanis   Follow TWiST: Twitter: https://twitter.com/TWiStartups YouTube: https://www.youtube.com/thisweekin Instagram: https://www.instagram.com/thisweekinstartups TikTok: https://www.tiktok.com/@thisweekinstartups Substack: https://twistartups.substack.com

In this episode of Business Brain, you’ll rethink everything you assumed about failure. Shannon and Dave dig into why America’s culture of embracing failure, from bankruptcy protection to at-will employment, fuels entrepreneurship in a way most other countries can’t match. You’ll hear how low switching costs mean low experimentation costs, why VCs invest in founders instead of ideas, and why a business failure here doesn’t follow you for life the way it does elsewhere. The big idea: failure isn’t a punishment, it’s tuition, and outliving it is what keeps your charmed life on track. Then the conversation takes a sharp turn into the awkward economics of small talk. You’ll laugh at Dave’s confession that he’d pay extra for a silent haircut, and you’ll dig into the introvert-extrovert divide, the rise of silent salons, and even a pitch-black Vegas restaurant where waiters wear night vision goggles. Whether you’re the type who bonds with your barber over rental properties or the type who just wants to sit in silence, you’ll walk away with a sharper sense of how comfort, connection, and customer experience shape the businesses you build and support. 00:00:00 Business Brain – The Entrepreneurs' Podcast #768 for Wednesday, July 8, 2026 July 8th: National Blueberry Day 00:02:17 How we perceive failure in the USA We are surrounded by opportunities Mistakes are tuition Bankruptcy and business failures can be outlived Failure is baked into venture capital business The power of at-will employment The pivot is revered 00:12:28 SPONSOR: Shopify: Stop waiting for permission to build something. Your next revenue stream starts free at Shopify.com/BusinessBrain. 00:13:53 SPONSOR: Bitdefender. Keep your small business safe with Bitdefender Ultimate Small Business Security. Save 30% when you go to https://bitdefender.com/BRAIN 00:15:25 Can I pay extra for the silent haircut? 00:19:55 Blackout, the dark restaurant in Las Vegas 00:23:05 Business Brain 768 Outtro This Episode's Big Takeway: Business Failures Can Be Outlived Check out Business Brain Blueprints Tell Your Friends! Business Blueprints Review Business Brain Subscribe to the show feedback@businessbrain.show Call/Text: (567) 274-6977 X/Twitter: @ShannonJean & @DaveHamilton, & @BizBrainShow LinkedIn: Shannon Jean, Dave Hamilton, & Business Brain Facebook: Dave Hamilton, Shannon Jean, & Business Brain The post What Have You Failed at This Week? Business Brain 768 appeared first on Business Brain - The Entrepreneurs' Podcast.

David Hornik is the Founding Partner of Lobby Capital, an early-stage venture firm built on concentrated, conviction-driven investing. Before founding Lobby, he spent 20 years as a General Partner at August Capital, where he was the earliest investor in Splunk and backed companies like WePay, Bill.com, and Fastly.⭐ Sponsored by Podcast10x - Podcasting agency for VCs - https://podcast10x.comIn this episode we cover:→ Why three out of four VC firms couldn't raise a fund last year — and why Lobby Capital did→ 2000 vs. today: the one structural difference that makes this AI cycle harder to navigate→ Dancing among giants — what it takes for startups to survive next to Google, Meta, and Microsoft→ The two deals that got away: LinkedIn, Uber, and the lessons that came out of missing them→ Why Lobby Capital passed on Airbnb's Series A — and has never used a formal voting system since→ Splunk and big data — betting on a problem nobody else was talking about in 2004→ The exit landscape: mega IPOs, a record M&A market, and why liquidity may not reach everyoneLinks:Lobby Capital: https://lobby.vcConnect with David on X: davidhornikConnect with Prashant: https://linkedin.com/in/choubeysahabSubscribe to VC10X newsletter - https://vc10x.beehiiv.comSubscribe on YouTube - https://youtube.com/@VC10XSubscribe on Apple Podcasts - https://podcasts.apple.com/us/podcast/vc10x-investing-venture-capital-asset-management-private/id1632806986Subscribe on Spotify - https://open.spotify.com/show/7F7KEhXNhTx1bKTBFgzv3k?si=WgQ4ozMiQJ-6nowj6wBgqQVC10X website - https://vc10x.comTimestamps:(00:00) - Preview (00:48) - Guest Introduction: David Hornik, Founding Partner at Lobby Capital (02:32) - Fundraising for Lobby Fund Two in a Tough LP Market (03:57) - Key Learnings from Fundraising: Fund One vs. Fund Two (05:45) - Comparing the Current Market to the 2000 Dot-Com Bubble (09:15) - The Current Sentiment-Driven Correction in AI Markets (10:27) - On Irrational Valuations and the "SaaS-pocalypse" (13:05) - Strategies for Startups: Finding a Proprietary Position (15:17) - Why Lobby Capital Avoids Late-Stage Special Opportunity Funds (16:45) - Learning from Passing on LinkedIn and Uber (21:23) - The Importance of Being Valuation Sensitive (24:15) - Backing Unconventional Founders and the Airbnb Miss (27:41) - The Splunk Investment: Solving a Real, Unseen Problem (30:16) - Lobby Capital's Conviction-Driven Model Without Formal Voting (32:45) - Building Psychological Safety with Founders Remotely (35:30) - The Current Exit Landscape: A Tale of Two Cities (39:03) - The Playbook for Supporting an Overwhelmed Founder (42:02) - Contrarian Take: The Real Opportunity is in Empowering Humans (43:45) - Rapid Fire Round Begins (43:58) - Investment Focus: Great People Solving Problems with Software (44:28) - Typical Investment Stage: First Professional Money In (44:45) - Why Lobby Capital Always Leads Rounds (45:42) - Typical Initial Check Size (46:08) - How Founders Can Get in Touch (46:32) - Where to Follow David and a Tribute to Om Malik

Episode OverviewIn this episode of The Uncertainty Edge, host Sam Sivarajan sits down with Radhika Dutt, author of Radical Product Thinking. Radhika challenges Silicon Valley's most sacred mantras — fail fast, iterate quickly, just start — and offers a sharper, more systematic alternative for leaders building in complex, uncertain environments. From vision debt to puzzle solving, this conversation will change how you think about strategy, execution, and what it really means to lead with clarity. Key Quote“You're voting with your labor for the world you want to create.” — Radhika Dutt Key Takeaways•       “Fail fast” works for VCs betting on 10 startups — not for founders who have 2–3 pivots before running out of money or momentum.•       Vision debt vs. investing in vision: every decision is a trade-off. Make it explicit — or it gets made for you.•       Goals and targets incentivize teams to prove success, not surface truth. Puzzle solving invites honest reflection.•       Stay in the problem space longer. Observe first, hypothesize second — don't jump to solutions before you understand the puzzle.•       Coachability — genuine curiosity plus willingness to adapt — is the trait that separates leaders who scale from those who stall. Sound Bites•       “Treat every pivot like a silver bullet.”•       “Leaders are always the last to know.”•       “You're voting with your labor for the world you want to create.”•       “You learn not through experience — you learn by reflecting on experience.” Topics Discussed00:01 — Introduction: Radical Product Thinking & Challenging Silicon Valley Mantras04:01 — Who Really Pays the Price of the VC Model15:59 — Vision Debt vs. Investing in Vision: A Framework for Trade-offs30:57 — Why OKRs Fail & The Case for Puzzle Solving43:43 — Coachability, Clarity of Vision & Navigating Uncertainty Resources MentionedRadical Product Thinking by Radhika Dutt — available on Amazon and in bookstores.Free OHLA Toolkit (Observe, Hypothesize, Learn, Adapt):.Connect with Radhika on LinkedIn. Stay Connected with The Uncertainty E.D.G.E.•       Join the conversation on LinkedIn — share your thoughts and connect with other forward-thinking leaders.•       Explore more insights on Sam's website.•       Check out Sam's Two Free Substack newsletters: theuncertaintyedge.com and thegoodhumanpractice.com

What if everything you've been taught about investing is missing the most important distinction? In this episode of WholeCEO with Lisa G., Lisa sits down with investor and entrepreneur Joseph Argiro to unpack the hidden dynamics shaping today's private investment markets—and why many investors don't realize the risks until it's too late. They explore the critical difference between exposure and ownership, why that distinction can determine whether you build lasting wealth or simply take on risk, and how misunderstandings around it continue to cost investors. Joseph also shares his candid perspective on the crypto venture capital landscape, explaining why he believes many crypto VCs operate more like predatory hedge funds than long-term partners—and what that reveals about the growing trust problem in private markets. Finally, he tells the story behind Fish Network, the platform he is building to democratize access to private investments, giving everyday investors opportunities that have traditionally been reserved for insiders. In this episode, you'll discover: Why exposure and ownership are not the same—and why the difference matters. The trust crisis affecting private markets and crypto investing. How Fish Network aims to make private investing more transparent and accessible. What true democratization of private investing could mean for the average investor. If you're an investor, founder, CEO, or simply curious about where private markets are headed, this conversation will challenge conventional thinking and offer a fresh perspective on the future of investing.

Most founders treat product-market fit like a feeling. Mark Roberge thinks that's as absurd as calling profit a feeling.The founding CRO of HubSpot, Harvard Business School lecturer, and Stage 2 Capital co-founder joins Josh to break down his new book, The Science of Scaling. The argument at the center of it - the decision of when and how fast to scale shouldn't be a gut call. It should be gated on retention.Mark shares the leading indicator of retention (the one metric that predicts churn in a customer's first month), the 5-50-500 playbook a Microsoft leader used to launch new products, why Drift's founder flew across the country to onboard $50/month customers, and what "AI-native sales team" should actually mean in 2026 (with numbers attached).If you work in Customer Success, this episode makes the case that you own the most strategic metric in the company. All proceeds from Mark's book go to McLean Hospital for mental health care.---Want the playbook, not just the conversation? Subscribe for deep-dive, actionable breakdowns from every episode at unchurned.substack.com.---What You'll Learn- Why we scale haphazardly, not scientifically- A quantitative definition of product-market fit - How to design a leading indicator of retention- Real LIR examples from Slack, Harvey, Facebook, and Gainsight - The three maturity levels of an LIR- How a Microsoft leader used the 5-50-500 rep model to de-risk new product launches- How to pick your threshold based on the blitzscale risk in your category- Why product-market fit and go-to-market fit must be sequenced, not pursued at once- How to know when to move past founder-led sales - How to bring unit economics into board meetings - Why blitzscaling fails more companies than it saves (and why VCs push it anyway)- The two metrics that define an AI-native sales team in 2026- Mark's four phases of the AI revolution in go-to-market ---Timestamps0:00 - Preview & Intro1:30 - Meet Mark Roberge3:07 - The Science of Scaling (All book proceeds go to McLean Hospital)7:30 - We scale haphazardly, not scientifically9:06 - Microsoft's 5-50-500 playbook13:19 - Is product-market fit a feeling?15:48 - The leading indicator of retention, explained17:30 - Time to value vs. recurring value19:42 - Designing your own LIR24:04 - Why go-to-market fit comes after PMF26:06 - Pitching this framework to VCs28:15 - How to know when you have go-to-market fit31:15 - Bringing the science to larger companies33:00 - When to move beyond founder-led sales35:51 - AI and the four phases of the GTM revolution37:20 - What "AI-native sales team" means in 2026---Josh is writing a book on building customer relationships. Follow his journey and insights at www.joshschachter.com---Where to Find the GuestMark Roberge: https://www.linkedin.com/in/markroberge/The Science of Scaling: https://a.co/d/0boDpDUcStage 2 Capital: https://www.stage2.capital/---Where to Find the Host: Josh's LinkedIn: https://www.linkedin.com/in/jschachter/Unchurned Substack: https://unchurned.substack.com/

This past week George K and A were off for the holidays. We revisit an episode from earlier this season. What if the best investment decision is one where no human is involved?Brant Meyer, partner at Trac VC joins the show this week to talk about the firm's approach, where algorithms — not partners in puffer vests — make every single call. Over 115 investments to date with zero human investment decisions. An 8.5% loss ratio, orders of magnitude less than traditional VC, would seem to suggest they're on to something.George K. and George A. wanted to know, if machines make the decision, what exactly is Brant's job? But the more interesting conversation isn't about the wins. It's about what the model forces you to confront. We assume removing the human removes the bias — but Trac's algorithms are trained on data with its own biases.Then there's the psychological dimension. Brant makes the case that most resistance to algorithmic investing is emotional rather than rational. VCs resist algorithms because the discretionary call is the whole point. The juice, as he puts it, is the feeling of knowing. Strip that away and you're threatening an identity.Which raises the question George K. and George A. keep circling: how did venture capitalists acquire oracular status in the first place? The hit rate doesn't justify it. The pattern recognition, Brant argues, was never really theirs to claim.And yet , no founder wants to take money from a robot. The relationship still matters. The question is just whether we've been confusing that relationship with the thing it was never actually doing.Mentioned:Trac VC's video

Unlocking billions in cloud marketplace revenue. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX: https://theultimatepartner.com/experience/ This powerful panel discussion featuring leaders from Google, Tackle, and dbt Labs dives deep into the explosive growth of cloud marketplaces and the radical shift toward AI-driven go-to-market strategies. With hyperscaler backlogs nearing half a trillion dollars, the conversation unpacks how top-tier organizations are transforming their compensation models, aligning executive buy-in, and navigating the complexities of co-selling to capture committed customer budgets. From the rise of AI agents acting as metered SaaS to the essential operational investments required to scale marketplace revenue from 10% to over 50%, this session provides an actionable roadmap for software companies ready to dominate the 2026 partner ecosystem. https://youtu.be/LSj49f5FEII Key Takeaways Hyperscaler backlog commitments represent a massive, nearly half-trillion-dollar addressable market that completely changes the budgeting conversation. Successful marketplace selling requires complete executive alignment, right down to the CFO, and strategic adjustments like spiffing sales teams for marketplace transactions. The AI category is experiencing staggering 18x year-over-year growth, forcing companies to pivot toward an “agent-first” go-to-market model. Shifting from traditional channels to cloud go-to-market demands a multi-year, intentional investment in operations, people, and technology. System integrators are evolving into software companies as they build orchestration agents to manage fragmented, end-to-end workflows. Leveraging cloud commitments bypasses standard 12-15 month budget cycles, allowing for significantly faster deal closures and larger initial lands. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Key Tags: Google Cloud Marketplace, hyperscaler backlog, cloud commitments, co-selling strategies, AI agents, metered SaaS, product-led growth, rev ops, B2B sales transformation, ecosystem shift, channel strategy, system integrators, Deal registration, private offer APIs, digital transformation, software procurement. Transcript: Insight to Revenue- The State of Cloud GTM [00:00:00] Dai Vu: These are all things everyone has to do to get to that first five to 10 deals, and then 10, 20, 30% of your business through Marketplace. [00:00:09] Vince Menzione: You can feel it happening. The ecosystem is shifting beneath us, the way Hyperscalers are partnering, how AI is remaking the channel and what it means to win in 2026. [00:00:21] Vince Menzione: Welcome to the Ultimate Partner Podcast. I’m Vince Menzi, own your host, and each week I sit down with leaders at the intersection of technology. Partnerships and outcomes. The voices shaping how ecosystems actually work. We talk about what’s real, what’s changing, and what it takes to lead in this era where the partner channel isn’t just part of the strategy. [00:00:43] Vince Menzione: It is the strategy because being in the room changes [00:00:46] John Janke: everything. Let’s start. [00:00:52] Vince Menzione: And we have an incredible session. The way that we wanted today to, to, to start the day up was like, let’s talk about what’s happening right now and let’s get three leaders in this space to come up and talk about the world and how it’s a rapidly evolving. So I want to invite to the stage dvu from Google is a great friend of Ultimate Partner. [00:01:14] Vince Menzione: Are you guys ready? Are you guys micd up already? Okay, good. Good. John Yanke, the CEO and Founder of Tackle, and Sean Todo, who is an incredible leader with DBT, but also an old friend of mine. We worked together on Microsoft Days. Good to see you gentlemen. Thanks Sean. Great to have you with us. [00:01:37] John Janke: They stuck me on the side ’cause they said I’d block the screen if I sat in the middle. [00:01:41] Shawn Toldo: You still block it a little bit. [00:01:42] John Janke: And that picture’s from like 1985. I, I, we do have to get that. I had way darker hair. It was, uh, 10 year, 10 years at a startup. Makes you turn white. [00:01:52] Shawn Toldo: Mine’s the exact same right now. So it’s all good. [00:01:55] Shawn Toldo: Mine’s AI generated. Yeah. [00:01:57] Vince Menzione: Well, you know, guys, I just took it all off at that point, you know, it’s like good. Yeah, but you lose enough of it. You pull it out over the years. Yeah. So, uh, some really exciting times. Uh, you, we gotta spend some time at you at our breakfast. That’s right. A couple weeks ago. [00:02:13] Dai Vu: A lot of folks here, too. [00:02:14] Vince Menzione: A lot of folks that are here were at that breakfast, and I thought we’d spend a few moments with you talking about all the exciting things that have been happening at, at Google. I mean the, yeah, the businesses just to, first of all, the numbers were house. Outstanding. Congratulations. [00:02:28] Dai Vu: That’s right. [00:02:28] Vince Menzione: Yep. [00:02:28] Vince Menzione: Really, some really great numbers. Commitments are off the charts. [00:02:32] Dai Vu: Yes. [00:02:32] Vince Menzione: Crazy off the charts. [00:02:33] Dai Vu: Yes. [00:02:34] Vince Menzione: Yes. Uh, and then there’s a lot happening in this little world called ai, which makes a ton of sense. Yep. I was critical about Google in the beginning because you had all the assets, but Microsoft leaned in first. [00:02:45] Vince Menzione: Uh, but now it’s like things have evolved, uh, quite a bit since those first days. Absolutely. In, in November of 2022. So, uh, take us through a little bit. Let’s, let’s go through [00:02:56] Dai Vu: it. Yeah. I could talk for quite a bit of time because obviously we came out next, yeah. At the end of April, and then we had our earnings announced, but shortly thereafter. [00:03:03] Dai Vu: But, but real quick on next, uh, for folks who attended, uh, you know, the way they framed, uh, the discussion was they showed this AI integrated stack, and that’s how they frame the keynote because we position ourselves as being the only vendor that provides this. Fully integrated stack from custom silicon all the way to the apps and agents. [00:03:23] Dai Vu: And a lot of the announcements were, were focused in those areas. Um, uh, I won’t go through the, the long list, but I think the big ones coming out of next were, uh, certainly the eighth generation TPU we announced, so we actually split this into two specialized chips for training and inference. Uh, so that’s, uh, that was a big piece. [00:03:41] Dai Vu: Uh, but the big one that we announced was this, uh, Gemini Enterprise. Uh, agent platform. So think of it as the comprehensive platform for companies to basically build scale, govern and optimize their agents. And of course, once they have that, they can bring that into, uh, what we call a Gen Gemini enterprise app, which is really the front door for AI for. [00:04:03] Dai Vu: All customers and all employees to manage a mix of agents, um, as part of their daily workflow. And, uh, and a big part of it is, you know, certainly they’ll have some custom agents, but we think a lot of the agents will come from the ecosystem. And obviously there was a big announcement around what we’re doing there. [00:04:21] Dai Vu: Um, and in fact, one of the things that’s interesting is this shows the evolution of, of marketplace in our, in our partnership, which is we’ve taken a lot of the marketplace experience. And brought it into Gemini exp uh, Gemini Enterprise app, right? So search, discovery, uh, the ability to invoke agents, uh, in context. [00:04:39] Dai Vu: I think that’s gonna be very powerful as we think about the evolution, uh, of, of go to market. And then the last thing maybe I’ll highlight is this, um, is. 750 million, uh, investment fund that we’re gonna drive with the broad partnership. So this cuts across all partner types, global system integrators, uh, uh, you know, AI, pure plays, uh, ISVs, uh, the big management consultants as well, uh, because we recognize that partners are gonna be critical to drive business transformation with our end customers. [00:05:08] Dai Vu: So we’re investing around things like. Technical enablement, access to our product teams, access to our FDE for deployment engineers, and then a lot of incentives to drive usage and deployment. So, um, so a lot of, a lot of activity and obviously the ecosystem’s gonna be very critical for us to drive that impact’s. [00:05:25] Dai Vu: Fine. And the last thing, I know we’ve going on and on fine, but the last thing I’ll just mention is just on the earnings announcement, uh, Vince touched on the backlog, so people have been tracking Yeah. Two quarters ago. We were 155 billion on the backlog, and then a quarter later we were 240 billion. And then in the last quarter, just recently, 462 billion. [00:05:46] Dai Vu: So obviously that’s a, a massive signal of customer intent, but more importantly, it’s a, it’s, it’s a addressable market for this ecosystem to go after as well. [00:05:54] Vince Menzione: Yeah. Almost a half a trillion dollars. Yes. In commitment. So a lot, a lot of reason why we should be on the marketplace. [00:06:01] Dai Vu: Absolutely. Absolutely. [00:06:02] Vince Menzione: Um, each of these gentlemen have some things to talk about as well, about their companies and the exciting things that have been happening. [00:06:08] Vince Menzione: I’m gonna start, John, I’m gonna start with you because Tackle has, has transformed quite a bit since the last time you were on stage with us. I thought maybe introduce the company. Take us through the transformation and then we’re gonna do the same thing with Sean with his organization. [00:06:21] John Janke: Yeah. Thanks. Uh, thanks Vince. [00:06:23] John Janke: Great to see everybody. Uh, John Yanke, GM of Tackle at App Direct. So the big news there is Tackle was acquired in Q4 by a company called App Direct, and I think the why behind this app, direct Powers, marketplaces, they run 400 marketplaces around the world for telcos, for ISVs, for system integrators, channel partners. [00:06:42] John Janke: And we were talk like, when you build a marketplace and diagnose this, stocking the shelves is actually really hard. Uh, and we were talking to them about how could we connect the dots between the hyperscaler marketplaces, the iscs we support, and these additional routes to market. Uh, and that became more strategic and we ended up joining forces in December. [00:07:00] John Janke: And since then, the other part that’s really hard when you build a marketplace is how do you generate demand? Uh, so four weeks ago we acquired a company called Partner Stack. And Partner Stack does affiliate content. They have an affiliate content platform that allows you to connect with 150,000 content providers to be able to start to tell your story to drive leads to. [00:07:23] John Janke: Marketplace. So we think there is a tremendous opportunity to continue. We’re in the earliest days. I think the, you know, Jay, I was with Jay at Channel Partners a few weeks ago and he is like, we under called it, he didn’t say this on stage yesterday, but he is like, uh, the 82% growth. He’s like, we totally under called it. [00:07:40] John Janke: Uh, and I think just listening to dies commit level increase mm-hmm. Reinforces the fact that we’ve under called it. But I also think we’re at this tipping point in the market where all of the new capabilities coming out, we have to all rethink our better together stories. So I think the challenge to all partner leaders, it’s like, how do we. [00:07:58] John Janke: Figure that out. So it’s, it’s a, it’s a fun time. As we transform the way we worked. We wrote the first helping people kind of list, launch and sell through the marketplaces. And now to be able to take that to the next level to hopefully unlock the next a hundred billion of marketplace throughput. [00:08:13] Vince Menzione: And are we at a hundred billion? [00:08:15] Vince Menzione: ’cause that was the number, right? [00:08:16] John Janke: I mean that’s, that’s, that’s the number that’s talked about. I mean, we’re seeing the data signals we see, I mean, we will process 20 billion plus this year. Uh, and that number’s growing faster than Jay’s stated number. So I think we’re excited to see where this year lands. [00:08:30] Vince Menzione: We’ve come a long way from three years ago and we all got on stage and talked about marketplaces together. Right. It’s been, it’s been amazing. And then Sean, let’s talk about DBT. You’ve had some excitement. I know some things maybe we can’t even talk about yet on stage. [00:08:43] Shawn Toldo: Uh, yeah, go ahead. [00:08:44] Vince Menzione: No, I was saying I, I could, I’ll pre-announce things, but No, I’m just, uh, tell, tell us about DBT for those who don’t know in the room, sure. [00:08:49] Vince Menzione: Mean Yeah, that might help. [00:08:51] Shawn Toldo: So, uh, Sean Todo, I lead the partner business at DBT. I’ve been here about 18 months. Um, DBT really started as an open source tool. That help data engineers be successful in SQL transformation with cloud data warehouses? Right. And so back even to the Redshift days now into what I would call more the BigQuery, snowflake, Databricks fabric led days, um, DBT is the tool of choice amongst the data engineering community in terms of how they wanna drive SQL transformation. [00:09:21] Shawn Toldo: And so more recently, we kind of jumped into this kind of paid world. Which is why we needed to bring in additional experience leadership around go to market product, sales, et cetera. And so when I walked in the door, one of the things I noticed really quickly was we were running on AWS, which was great. [00:09:40] Shawn Toldo: We were doing some AWS marketplace stuff. We were running on Azure in Europe only. And one of my first strategies was we have to be everywhere, right customer. We have to meet customers where they are. And so we, uh, made some major investments to be on Google Cloud platform to then be able to really take advantage of marketplace, to then really be able to take advantage of the co-sell opportunities that exist in the field from a day, day-to-day AI perspective with Google. [00:10:07] Shawn Toldo: And it has been a hell of a ride. We launched on, uh, Google Marketplace in July of last year. We went to Google next and we were Google Partner of the Year. Wow. For data and analytics in a very rapid way. We’re now in three, uh, data centers around the, the world. So we’re here in the us, we’re in Frankfurt, we’re in uh, uh, UK as well. [00:10:30] Shawn Toldo: And so it’s been a pleasure to work with D and the broader team. Because the enablement we’ve had and the support we’ve had from that group has really helped our growth be up and to the right. The data point I would give is that when I walked in the door, we were 10% of our business from an A RR perspective was transacting through marketplace. [00:10:48] Shawn Toldo: Last quarter we cracked 40%. Whoa. We will be at north of 50, uh, next quarter. [00:10:53] Dai Vu: Wow. [00:10:54] Shawn Toldo: The other piece that Vince was talking about is we’re getting ready to merge with a company called Five Tran. And so there will be a new company name at some point down the road. Uh, pay attention on June 1st for a public announcement around that merger. [00:11:06] Shawn Toldo: Uh, but we’re really looking forward to what we’re gonna be able to do with folks like DI and the Google team as well as others in the ecosystem. Um, ’cause I think in this data world that we’ve played for so long. This trusted foundational element of data and what it’s gonna mean to context in the AI world. [00:11:23] Shawn Toldo: We’re in a very interesting place to really continue our growth rate at a high level. [00:11:28] John Janke: Yeah, that maybe just a comment something there. Start there. I think we, we used to hear people say we wanted to be strategic with cloud, go to market and get to say 10 or 20% of revenue. I think this like 40, 50%. Yeah. Th that’s where people are setting the bar these days. [00:11:43] John Janke: Yeah. So the numbers are getting really crazy. Yeah. Uh, and people are showing up and being like, I have to go big. Mm-hmm. So a huge change over the last few years. [00:11:52] Vince Menzione: Yep. What’s the experience you’re seeing as well? I mean, it, it was a huge amount of buzz at next. [00:11:57] Dai Vu: Yeah. I mean, so interestingly, um, you know, typically when, when people get started on the, on the marketplace in Cosal journey, I always try to caution them and say, this is, uh, this is like a multi-year. [00:12:07] Dai Vu: Yeah. Uh, process. You have to be very intentional. You have to invest. It’s not gonna be a thing where you just list and, and, and, and, and, and sort of this channel opens up. So in some ways, Sean is describing an acceleration that is not common, right? Uh, so they’ve done, we’ve done some amazing things together and we hope to keep that acceleration going. [00:12:22] Vince Menzione: What does that require, by the way? Is it engineering resource? I mean, there’s, I talk about executive commitment and maniacal focus. Yeah. But it’s all those things, right? [00:12:29] Shawn Toldo: Well, all of it. But we went to a QBR in Austin, and I put up a slide and I said, we have to do this. And everybody in our ETE agreed. So when you have a chief financial officer that’s bought into the partner business. [00:12:43] Shawn Toldo: Yeah. And I guess qualifying coming into this role at this company, I qualified the C-level staff. Uh, like are they really serious about partner or not? And it’s one of the reasons I took the role. So I think executive commitment was one thing. I think the second thing is we were really well supported, um, by the Google team across the board, right? [00:13:02] Shawn Toldo: Yeah. So folks, Indy’s team that we would work with regularly on, these are the things you need to do to have an effective marketplace offering. Here’s what you need to do operationally with folks like John and team and others that are in the market, right? That helped us a ton to be able to scale. And then the other thing that we did is we changed comp. [00:13:20] Shawn Toldo: So from our VP of sales levels down, we have a 5% kicker for everything that goes through marketplace. [00:13:26] Vince Menzione: Hear [00:13:26] Shawn Toldo: that everyone. So as soon as we incented the sales team, I love that, right? We, we created the foundation on the partner side, but then from top down on the sales side, they were all in. And as a result of that, the question would become, okay, which marketplace stage two sales cycle are we gonna go use? [00:13:42] Vince Menzione: Yeah. [00:13:43] Shawn Toldo: Who’s the right partner to go partner with? And then my team is reaching out to make sure that co-sell connection happens. [00:13:48] Vince Menzione: That is such a best practice, Sean, to, because there is, as a seller out in the field and we talk about, you talk to John, talks about rev ops all the time. But getting rev ops eng getting the field engaged in the right way. [00:14:01] Vince Menzione: ’cause it feels like it’s more work for them. ’cause they have to think, they have to have more conversations with their customer about their cloud commitments and things like that. Mm-hmm. And then getting them incentive to do the right things. The right behavior. [00:14:12] John Janke: Yeah. It’s a strategy process. People, technology problem. [00:14:17] John Janke: Yeah. It’s not just some flip API automation, go list something if you don’t like that top down view. I think the other thing. Like there’s a, there’s a theme in startups where VCs fund second time founders. I think Sean and team have done this before and they took a lot of learnings over the years and reapplied them, which I think helps them go faster. [00:14:36] John Janke: It’s like that second time. Yeah. Second time cloud go to market Founder theme. [00:14:41] Vince Menzione: Yeah. Yeah. Um, so we could talk about the platform and all the changes there on the. The, the commitments and everything. Mm-hmm. Uh, what separates ISPs generating real incremental revenue on your, in your marketplace? What, what do you see? [00:14:58] Dai Vu: Yeah, so I mean, I, I think there are a couple things. Number one is, uh, the, the foundation has to be, uh, this better together story, uh, with Google Cloud. Um, so this idea that what, you know, what do you bring, what does the Google platform bring and how does that drive impact with customers? And I think this is the reason why Sean and DBT Labs has been very effective. [00:15:16] Dai Vu: ’cause our field recognized they, they can recognize that better together story and communicate it to their customers. So I think that’s the foundation. For everything. Right. And I think as you get started, uh, you know, we do tell partners that they probably need to lean in a little bit, uh, in terms of focus, uh, you know, pick a vertical, a customer segment, um, you know, a geography where they’re particularly strong and, you know, get that momentum going. [00:15:39] Dai Vu: And once you do that, the field knows about it and starts to pull you into deals. Um, so I think that’s the other big opportunity. And then the other thing I just mentioned. Which, uh, the panel already touched on, which is be very intentional around all the things you need to do to invest. Whether it’s like, uh, you know, the business functional alignment, uh, the policies around like, uh, pricing and, and comp, uh, making sure you have the operational capabilities. [00:16:02] Dai Vu: These are all things everyone has to do to get to that. First five to 10 deals, and then 10, 20, 30% of your business through marketplace. And not to, not to top you Sean, but our very top partners are driving 80 to 90% of their business on marketplace. And in fact, some of these partners are actually only marketplace first, uh, uh, because they started out that way. [00:16:21] Dai Vu: Obviously it’s the bigger challenge if you have an existing channel, you’re trying to shift that. But, uh, the aspiration to be more marketplace focus, uh, is up there. [00:16:28] Shawn Toldo: So I just set a new goal for the business plan for me. So that’s exciting. I love it. Looking forward to seeing you in six months on that. [00:16:35] Shawn Toldo: It’s good. [00:16:36] Vince Menzione: I love [00:16:37] Dai Vu: it. Work together on that. [00:16:38] Vince Menzione: Well, di I’m just gonna add, add this because I, I got to see operationally with some of the things you do. Mm-hmm. You, you have an overlay organization. [00:16:45] Dai Vu: Yes. Yes. [00:16:46] Vince Menzione: And so you put accelerants in place within your own organization Yeah. To drive the ISVs into the, into the lines of business. [00:16:54] Vince Menzione: Right. You have, you, you do some of that to accelerate. [00:16:57] Dai Vu: Yeah, I mean, I think, I think this is somewhat unique. I don’t, I don’t wanna speak to the other [00:17:00] Shawn Toldo: hyperscalers, [00:17:01] Dai Vu: but we do have, um, uh, you gotta know the field roles, right? [00:17:04] Shawn Toldo: Yeah. So [00:17:04] Dai Vu: obviously at Google Cloud in the regions, we have, uh, ISV sales specialists who are effectively quoted on marketplace revenue, right? [00:17:12] Dai Vu: So they’re a hundred percent focused on that. And, uh, in addition to that, uh, we also have these, uh, co-sell teams, partner teams where, you know, opportunistically if there’s an opportunity, uh, in a, in a, in a particular area. This team is responsible for connecting the regional sales leadership, uh, the regional, uh, sales teams with, with the partner on the opportunity. [00:17:32] Dai Vu: So there’s a lot of things we’re doing to sort of accelerate that. And of course, the foundation for all this is, you know, our, our, you know, registering deals. And as you definitely get started on that, it’s very important to be very mindful around when you register deals. Uh, be very clear around what the ask and the engagement is with the field reps. [00:17:51] Dai Vu: But once you have that going and get the right rhythm, it becomes sort of a natural way to sort of register all your deals and get that engagement. And then, um, and then maybe the last thing I would say is it isn’t always the sales specialists. It’s, you know, the FSR, our field sales rep as well as our customer engineers are also very motivated. [00:18:08] Dai Vu: To work, uh, with, uh, with our partners because they know that this, you know, whether it be solution completeness or it’s part of a bigger workload or helps unlock greenfield opportunity, they really are motivated to engage with the partners. [00:18:21] Vince Menzione: Nice. [00:18:22] Shawn Toldo: Yeah. I’ll just add, I’ll just add to that statement too. I think, um, it’s one thing to have a story as it relates to. [00:18:30] Shawn Toldo: Google Cloud and what you do with marketplace. It’s another thing to have a story in terms of how you impact data and analytics in our world. And there’s a set of specialist sellers inside of Google mm-hmm. That really care about us because we drive a lot faster consumption of big query. And our ability to tell that story across the world effectively has really created a pull now. [00:18:54] Shawn Toldo: And so I, I would say it’s almost, you know, back to, you know, being 12 years at Microsoft and watching kind of that. Phase and how that went. As we went to the cloud and we picked specialty areas, um, Google is doing that as well and they’re doing it extremely fast in a very, very productive way with partners. [00:19:12] Shawn Toldo: And so, you know, I’ll get comments from like Levi who runs west in north region for us, and he’s a, he was at Google next and he was like, I, I gotta, I, I just gotta go to bed. I’m tired. Like we wore him out over two days with their sales team and gave him a host of follow ups and actions related to specific sales areas as well as specific accounts. [00:19:34] Shawn Toldo: And I think that’s the other thing that, um, Google’s done a good job of, but we’ve pushed and we’ve had to work really hard to earn that seat at the table. To help make those people successful from a comp perspective inside of Google as well. [00:19:45] John Janke: Yeah, and this is a huge failure zone for partners with the clouds because they think enablement’s a one and done thing. [00:19:51] John Janke: Like I did a training for the field and I told them the better together story. That doesn’t work. Like you have to literally. Have consistency around this message every day. Oftentimes you need experts who can partner with your reps to give them the confidence. ’cause they may be able to ask the first line question, but someone asks a follow up and they fold up ’cause they know your product. [00:20:11] John Janke: That’s right. They don’s don’t understand all of the nuances of Google and the clouds and the questions that may come back. But if you do that well, it is a huge unlock. [00:20:20] Vince Menzione: Talk about the coaching you provided on the tackle side of that as well and kind of helping. Through this maturity model? [00:20:26] John Janke: Yeah. I mean we, we, over the years, I mean we started as a pure SaaS company and over the years our customers would consistently ask us for more help and we would struggle to figure out how to do that, and we had to invest in services and we actually acquired a company. [00:20:42] John Janke: Five years ago now, that was the foundation. Aaron Feiger, who’s in the room. The core consulting was the foundation of our services business. And that continues to evolve with us. And you know, we see customers at scale saying, I wanna operate my cloud, go-to market really consistently, and I want you to do all the backend operations so my teams can be outselling our products, selling the better together value with Google and others, and not have to figure out how to run the machinery. [00:21:09] John Janke: So we’ve invested a lot there. We have services around strategy, like how to help people think about their business strategy and translate it into a better together story and able to get executive buy-in. And then we have coaching, which is really a phone, a friend, because I think these things get complicated. [00:21:24] John Janke: And I had a customer who was doing the largest deal in their company history. It was the end of the quarter and it was Friday, and they’re like, this is going to be the most complex transaction we’ve ever done and we have no idea how to do it. Our team gets on the phone with them, they work through, what are you selling? [00:21:40] John Janke: How are you selling it? Is your listing set up the right way? Can we actually create all the offers? In a way you have confidence to execute. ’cause those are failure modes. You try to build a cloud, go to market business, and you mess up the largest deal in the company. On the last day of the quarter, uh, that’s something you can’t recover from. [00:21:55] John Janke: So we try to really wrap support around our customers to help them have the confidence to grow. [00:22:02] Vince Menzione: Di you’ve seen tremendous growth in marketplace. Mm-hmm. We don’t publish the numbers specifically. Yeah. We kind of try to figure it out on the back end, but [00:22:09] Dai Vu: Yep. [00:22:09] Vince Menzione: I know you’re accelerated. Your, your marketplace numbers are astounding. [00:22:13] Dai Vu: Yes. I can share some numbers, if that’s [00:22:15] Vince Menzione: okay. Please. Yeah, let’s go. [00:22:18] Dai Vu: So, um. I would say that for a few years now, we’ve been talking about growth. So we’ve been consistently, uh, you know, north of a hundred percent year over year growth. Uh, for the last few years we’ve been processing, uh, what I say, uh, billions of dollars, uh, annually and, uh, uh, millions of transactions. [00:22:36] Dai Vu: And again, that’s for a few years now. Now for 24 to 25, that full year we also doubled. Wow. Uh, which is, uh, which is amazing when you think about the scale in which we operate. But more importantly, if you look at specific category areas, right? So, you know, historically, marketplace has always cater to, uh, those solution pillars that are tied to cloud migrations, like, uh, like security and data and analytics. [00:22:59] Dai Vu: And those continue to be very strong areas for us. But the biggest growth area is, uh, is in the areas of business app. So obviously, you know, the, the ServiceNow workday, uh, Salesforce of the world, as well as the AI category. So one number that we threw out next was 18 x. Year over year growth for the AI category. [00:23:17] Dai Vu: Wow. So in one year now, a lot of it is models, right? So foundational models with our, with our ecosystem. But a lot of that is around agents. So this whole agent go to market model is gonna be, continue to grow and it’s gonna be a huge focus area for, for the coming years. [00:23:32] Vince Menzione: Fantastic. Yeah. Fantastic growth. [00:23:34] Shawn Toldo: Yeah, and, and I’ll add, Diane and I talked about this at Google next. This is a. Very complex thing for DBT, where today we sell seats. [00:23:42] Vince Menzione: Mm-hmm. Yeah. [00:23:43] Shawn Toldo: To data engineers. [00:23:44] Yeah. [00:23:44] Shawn Toldo: And now we have all these agentic things that are hitting our engine. And di and I are talking and we’re like, okay, so how does this work in an ag agentic marketplace? [00:23:54] Shawn Toldo: Yeah. Kind of a scenario. And what should we build? Where should we play it? ’cause we’re gonna spin the meter in a different way, so to speak. [00:24:01] Dai Vu: Yep. [00:24:01] Shawn Toldo: And so candidly, we got stuff to figure out related to that. Um, I think what’s been fascinating for DBT is our partner ecosystem changed overnight. So now it’s like I talked to x.ai on Monday. [00:24:15] Shawn Toldo: Mm-hmm. We got time with open AI on Thursday and we have a call with Anthropic and our, uh, CEO and co-founder and uh, chief Product Officer next week. [00:24:26] Vince Menzione: Mm. [00:24:27] Shawn Toldo: We don’t have anybody managing those partners. [00:24:29] Vince Menzione: Right. [00:24:30] Shawn Toldo: Today our focus is on managing the large, uh, hyperscalers plus Snowflake and, uh, Databricks. [00:24:36] Vince Menzione: Mm-hmm. [00:24:36] Shawn Toldo: And then the SI ecosystem and some tech partners. So we’re having to like, to your point on Agile yesterday. Yeah. Mm-hmm. Like we’re having to change our strategy, operating model and organizational model to support that. And candidly, we don’t have all the answers yet, so we have a lot of things to figure out fast, which is a little bit scary. [00:24:54] Shawn Toldo: And challenging, but it’s also a huge opportunity we have to kind of embrace and get into. Yeah. [00:24:59] Vince Menzione: And they’re figuring out as well. ’cause they’re, they’re new to partnering as well. Yeah. As organizations [00:25:03] John Janke: and these AI agents. I think to demystify for a lot of people, and what Sean said is totally right. [00:25:08] John Janke: They’re disrupting everyone’s business model. But in reality from a marketplace standpoint, they’re metered SaaS. This is a thing that’s existed for a long time. Yeah. They look like product-led growth products. There is a lot of patterns around how product-led growth products work in marketplace. Mm-hmm. [00:25:24] John Janke: But you have to bring your business strategy, your product and pricing strategy to those two categories. Metered SaaS and product-led growth. Put that all together to get cross-functional alignment. So we are seeing like. A lot of people get tripped up here and it really does go back to more of the company strategy, product strategy questions, and a lot of partner leaders are not in the room for those conversations. [00:25:48] John Janke: So I think at, at this point in time, as you see big pivots with the partners to go all in on agents, you have to go elevate. Those discussions to be like, what is our plan here? ’cause I, I mean, pricing and packaging will be the thing that trips almost everyone up. [00:26:02] Dai Vu: If I could, if I just build on what John John mentioned, um, so I do agree. [00:26:06] Dai Vu: P it looks a lot like POG, but, uh, but the difference I think is POG has. More historically been in like the data and developer space, now it’s like the general business user, right? So this idea that you want a business user to be able to search and discover, um, agents that could actually be part of their like everyday workflow is going to be very critical. [00:26:26] Dai Vu: And uh, you know, I do think that when we think about the ecosystem building agents. Uh, you know, a lot of the ISV partners aren’t necessarily gonna own end-to-end workflows, right? They’ll, they’ll have a very specific, uh, domain and scope area, but you have to enable yourself to be orchestrated and managed by, you know, orchestration agents or, or, or meta agents that are gonna span end, end workflows. [00:26:49] Dai Vu: And sometimes that includes system integrators and, and others who can stitch that, that automation. So I think, I think that’s, that’s one piece of it. But the other area that I think is gonna be different is, um. There’s going to be a lot of agents. I mean, literally you’re gonna have a very fragmented set of, uh, uh, of players, right? [00:27:07] Dai Vu: It’s not just gonna be the incumbents, it’s gonna be a lot of disruptors and, and, and, and startups. And so the, uh, for the incumbents in the room, it is a mandate that you need to, to innovate because if you do not identify and go to like an agent first, go to market model. Uh, you’re gonna be, you know, disintermediated. [00:27:25] Dai Vu: Somebody’s gonna go build an agent that’s going to leverage you as a dumb database. Um, and they’re gonna own the workflow. So you have to, you have to push the, the, the, the limits here. And I think it’s creates a big opportunity for everyone in this room. [00:27:39] John Janke: I’m going off script. I’m curious. Let’s do it. I’m curious on your take on the system integrators. [00:27:44] John Janke: ’cause I think this, this puts like they’re all, a lot of them are creating agents for people and I think that’s turning them almost more into software companies than they’ve ever been. [00:27:53] Dai Vu: They are, and I think they’re, you know, obviously they’re being, uh, impacted from like, you know, typical like, you know, SOW you know, time and materials type type business models. [00:28:02] Dai Vu: But I do think they play a big role because a lot of the system integrators are bringing, um, you know, vertical and business process expertise. And, um, like I said, I said before, a lot of the ISVs are not gonna necessarily have big enough scope in their area to own end-to-end workflows. And that’s really the promise of agents, right? [00:28:20] Dai Vu: You really need. This cognitive, you know, reasoning, planning, executing across end to end workflows. And I think, you know, the system integrators are gonna bring that capability either, either through, you know, these custom, uh, orchestration or meta agents or if they’re able to productize that and bring that to a model, they can also sort of go through the marketplace model as well. [00:28:41] Dai Vu: So who knows is how it’s gonna evolve. But you know, we’ve always been talking about. Marketplace being a broader opportunity for all partner business models. And I think that will extend to not only, uh, you know, traditional sort of, uh, sell and services partners, but also some of these system integrators as well. [00:28:58] Shawn Toldo: If I could comment on that, please. Yeah. I, I was in London two weeks ago and we did an SI partner day. Mm-hmm. We had 25 sis in a room, probably about 50 people. We had no, um, hyperscalers or cloud data warehouse providers. And when we started talking about open data infrastructure. The role that they can play. [00:29:17] Vince Menzione: Mm-hmm. [00:29:18] Shawn Toldo: Cross platform in a cost efficient manner for customers and the advisory orientation of that. They all leaned in and we, we stopped talking and they started talking. [00:29:28] Vince Menzione: Right. [00:29:28] Shawn Toldo: So they’re all facing this kind of same problem, which is actually causing a little bit of a shift, I think, in how they think about, I’m a Databricks partner. [00:29:38] Shawn Toldo: Uh, you sure you wanna do that? [00:29:39] Vince Menzione: Yeah. [00:29:40] Shawn Toldo: So this, this whole thing that’s kind of evolved in the last six to 12 months, when you kind of pick one horse to ride, I, I would tell you be cautious about what that means. You may pick a horse to lead with mm-hmm. But you’re gonna have to flank yourself a bit in terms of other providers that can help you be successful with that, that that partner you’re gonna roll with. [00:30:00] Vince Menzione: So you’re suggesting data vendor agnostic. [00:30:04] Shawn Toldo: I’m suggesting you really have to think about your strategy. Yeah. Because I think the AI, AI disruption is gonna make you think about that strategy. [00:30:13] John Janke: Yeah, I mean there’s, someone mentioned anthropics First Partner Summit. I was not there, but I’ve heard from a bunch of people were there. [00:30:20] John Janke: You know, they had a hundred partners in the room. 95 of them were system integrators. Five were technology companies, the three Clouds, Databricks and Snowflake. Like if you just think about the, the one of the major disruptors in ai, ISVs, were not in the mix. So I, I think, are they trying to disrupt all of us? [00:30:40] John Janke: Uh, do they need us? And they haven’t figured out how to work with us. I, I think. It’s, it’s, [00:30:44] Vince Menzione: and I’ve heard they only have five people in their partner organization, so I just, it’s, [00:30:49] Shawn Toldo: it’s 11 now, but it’s 11, [00:30:51] Vince Menzione: so it was five [00:30:51] Shawn Toldo: last growing fast in the, in the new company I have 50. So like, to put it in perspective, they have to make some pretty big priority. [00:30:59] John Janke: Yeah. And everyone’s been there a hot second, [00:31:00] Vince Menzione: like, right, exactly. Yeah, they, well, we will talk about the learnings we’ve had over the years, getting to where they need to get to. It’s exciting times. We got a lot to talk about here. Um, I, you know, we have about 15 minutes. I I, I want to kind of gauge, ’cause we could talk, we, we have a few things we could talk about, I could ask about, but I want to see if there’s an, like, an interest in opening up to the room for questions. [00:31:25] Vince Menzione: ’cause I feel like we’ve got a very interesting group here. [00:31:28] Shawn Toldo: You got a hand here? [00:31:29] Vince Menzione: Uh, are there hands that wanna Yeah, there’s some people that wanna ask some questions. So Yeah. We have a mic? Yeah, [00:31:37] Dai Vu: we have [00:31:37] Shawn Toldo: a mic. We, [00:31:37] Vince Menzione: we [00:31:38] Shawn Toldo: got one here. [00:31:38] Vince Menzione: We got one here. One here. Thank you. Sorry we went off script, but [00:31:44] Shawn Toldo: that’s fine. [00:31:45] Vince Menzione: It’s fine. [00:31:45] Dai Vu: Off [00:31:45] Vince Menzione: script. Better is good. [00:31:46] Shawn Toldo: I’m sure you planted the questions outta anyway. It’s okay. We [00:31:48] Vince Menzione: did, we did. [00:31:55] Audience Guest: Okay. All Eva, Sean Lightner, quick question to your, uh, increase on the marketplace, and you said you spiff the salespeople by fifth percent. 5%. Mm-hmm. So, and that obviously drives a very large adoption of, uh, marketplace transactions. How are you accounting for the margin you’re losing on, uh, you know, going through the marketplace? [00:32:14] Audience Guest: And also have you done analysis? I’m sure you have, how much is, uh, shape shifting or shifting from existing versus incremental? [00:32:22] Shawn Toldo: Yeah, it’s a great question. Um, um, lemme make three points. Number one, the backlog statement makes the margin statement not matter. So do you wanna play in that space where a customer’s already bought or not? [00:32:36] Shawn Toldo: Yeah. Or do you wanna force a budget conversation that you have to drive on your own in a direct model? That to me, I think it was 484 4 62 [00:32:43] Dai Vu: 4 6 [00:32:44] Shawn Toldo: 2. [00:32:44] Vince Menzione: That’s new Tam available to you? [00:32:46] Shawn Toldo: Yeah. That, that’s just with one. Right. And we are, we are, uh, running on four marketplaces. So that just increases our tam and makes our, our sellers lives easier. [00:32:55] Shawn Toldo: So on that piece, yes, there’s an expense, but we believe it’s right for growth. So there’s a balance there. Um, I think the, and then the second part of your question again. Sorry, [00:33:05] Vince Menzione: shapeshift. [00:33:05] Shawn Toldo: Oh, shift. We, we actually don’t think we would’ve won the business. So if I go back to our Q4 and I can probably point to three or four deals that went, um, Google Marketplace, we would not have won those deals because we couldn’t have created the budget cycle and that quarter. [00:33:23] Shawn Toldo: To make it happen. Generally a budget cycle is gonna take anywhere from 12 to 15 months. Bingo. Because of the spend that was available to us, we were able to close it in that quarter, and we had the largest Q4 in company history. [00:33:35] Vince Menzione: That is such an important point. I’m sorry. [00:33:37] Dai Vu: Okay. [00:33:38] Vince Menzione: But I, I just wanna, that is such an important point of the budget cycle. [00:33:42] Dai Vu: Yeah. [00:33:43] Vince Menzione: Being a year to a year and a half versus being able to tap into a commitment that’s already been made. Yeah, so I just emphasize that [00:33:51] Dai Vu: I was, I was just gonna add real quick, even, even when we see sort of a, uh, a channel shift renewal, which is, you know, it’s on partner paper and it moves to marketplace as part of the renewals, we do consistently see that the, uh, renewal rates on marketplace and the incremental a CB on the expansion and new opportunities tend to be better when it’s on the platform marketplace than than offline. [00:34:12] Dai Vu: And that’s why partners choose to continue to drive renewals on marketplace at a reduced to rev share. But uh, because they see that that growth, [00:34:20] John Janke: we, we, sorry. [00:34:22] Shawn Toldo: We see that as well. Yeah. And I would also make the statement on our land business, when we go through marketplace, we are two x higher across marketplaces. [00:34:30] Shawn Toldo: We’re three x higher with them. [00:34:32] John Janke: Yeah, I think separate new from renewals and then instrument deeply. [00:34:37] Shawn Toldo: Yeah, [00:34:38] John Janke: go proactively talk to your CFO and your head of rev ops to understand their mindset. Because I was with a billion dollar seller a couple weeks ago, their CFO still creates friction in the process, even though they’re selling a billion dollars through these channels. [00:34:52] John Janke: But when they broke it down, their deals are three times bigger. They do them faster. They use more components of the product, which I thought was a really cool one. So customers who buy this platform, many component platforms through a marketplace, end up using six components of the product. Versus a normal land customer who uses two increases gross in net retention. [00:35:12] John Janke: So you have to get to the point where you have the data and you can tell that story real really clearly to your finance team to get support ’cause that they will trip you up if you don’t get them on board. [00:35:23] Vince Menzione: And you’re saying there’s friction in that company. I’m just kind of curious ’cause a billion dollar company. [00:35:27] John Janke: There’s a billion dollar marketplace seller [00:35:29] Vince Menzione: market marketplace company. That’s what I meant. Yeah. But, but the fact that this, their CFO friction, like, is it, is it because they’re not doing a good enough job or? [00:35:37] John Janke: Uh, in, of educating, I, the root of the question is from this person is, would they win without it? [00:35:44] Vince Menzione: Yeah. [00:35:45] Shawn Toldo: Oh, and is it worth the three points? [00:35:46] John Janke: Right. It’s, it is And, and I think some pe like to me, it’s the cheapest channel in the world. Yeah. Like with committed budget and people to support you winning. Like the, that formula, the math is so simple. [00:35:57] Shawn Toldo: Yeah. For, for a company of our size to go to like the classic resell ecosystem, I gotta walk in with 30 points. [00:36:02] John Janke: Yeah. [00:36:03] Vince Menzione: Yeah. [00:36:03] Shawn Toldo: It, it’s an illogical conversation. Outside of public sector and growth, you know, geos around the world. And so I, I’ve been lucky to have a CFO that I haven’t had that challenge with, at least at DBTI should say. [00:36:19] Vince Menzione: Really great insights. I think we have, we have another hand up here. [00:36:28] Audience Guest: Yeah. Thanks Susan. The question is for Dai. Uh, my name is Latif Hamani. I’m the founder of Partner System ai. Um, so what we’ve done is we’ve built a, a co-sell AI agent mm-hmm. That your partners can use to Yeah. Reduce all the friction in the co-sell with you. Uh, the questions that I have is, I guess I should back up, so XAWS Madison with a very large alliances, and then I worked, went on the other side. [00:36:55] Audience Guest: For software companies, and even though I had an operational team, I was spending two to three hours on on the keyboard, right? Mm-hmm. Deal registration, emails that can’t be automated, et cetera. So the question that I have for you is, I’d love for you to validate that. You know, unless you are one of the big companies, one of the big enterprises, if you go to the lower end of the enterprise or the mid market, uh, would you validate that there is a challenge? [00:37:20] Audience Guest: There’s a lot of friction for a smaller company. Mm-hmm. Uh, ’cause these marketplaces are complex. Yeah. The cosell is complex. Uh, that there’s an opportunity to really break down that friction with some automation and ai. [00:37:33] Dai Vu: Yeah, absolutely. So, um, we have already been, uh, part of the journey to remove some of the, uh, the friction as part of that selling and purchasing journey. [00:37:43] Dai Vu: Uh. We’re not quite there yet. But, uh, we’ve done things like we have, uh, you know, private offer APIs. We, uh, we have co-sell, uh, registration automation. Um, you know, we have tools like, uh, propensity to buy, tooling to help, uh, partners do, uh, more targeted efforts. Um, but the a i piece is still coming. Um, so I think, uh, the idea here is that we have launched a number of agents as part of our, um. [00:38:08] Dai Vu: Uh, part of our, uh, Google Cloud Partner network, partner hub. Uh, so these are, uh, agents that are gonna do a bunch of things to help partners as part of their workflow, but we’re gonna extend this to the marketplace and ISV area as well. Uh, so I think there’s a lot of opportunity. So, uh, I know there’s probably a lot of feedback in friction, uh, in, in certain parts. [00:38:29] Dai Vu: So we can, we can go tackle together. [00:38:32] Vince Menzione: Hey. There you go. There was a little [00:38:34] Dai Vu: plug [00:38:34] Shawn Toldo: there for tackle. Exactly. [00:38:37] Dai Vu: Uh, and I wanted, and just to be clear, I want to take a look at it from the end to end, uh, uh, flow, right? It shouldn’t just be just marketplace. It should be all the way from like, you know, top of the funnel, demand generation, all the way to like post transaction follow up. [00:38:51] Dai Vu: So we really need to take a look at, at the, the end, end flows and figure out a way we can remove some of that friction [00:38:56] Vince Menzione: three sense. [00:38:57] Dai Vu: Yeah. [00:38:59] Vince Menzione: Any more questions [00:39:00] Audience Guest: back here? Hey. Hey guys. This, this is a really good discussion. Uh, di this question’s primarily, uh, from, I’m interested in the hyperscaler response. [00:39:09] Audience Guest: Yep. Uh, but all of you, uh, can you talk about the patterns or say more about the patterns between. Um, the consumption of just platform capabilities versus industry workflows. Mm-hmm. And how industry where I, I mean, I, I, my sense is that industry workflows are becoming more [00:39:27] Dai Vu: Yeah. [00:39:28] Audience Guest: Uh, the easier thing for enterprises and SMBs to buy. [00:39:33] Audience Guest: Yeah. Especially SMBs, I think. Um, but say more about those patterns that you’re seeing develop and kind of what is. Uh, who are, where, where are those kind of, where is the demand being driven? Is it, is it, yeah. The search and discover in the marketplace, or is it being led by field sales of mm-hmm. Either GCP or partners? [00:39:55] Dai Vu: Yeah, so let me, I’ll mention a couple, a couple areas where, where it’s growing. So I think number one I mentioned before about some of these large horizontal business apps that we’re partnering with, right? Um, and, uh, and of course the fact that we’re, we’re, we’re transacting them through marketplace is, is a huge. [00:40:14] Dai Vu: Evolution from a few years ago. So who would’ve thought you would be buying like, you know, a hundred million dollars a CB deals, uh, through, through marketplace with like a Salesforce or a ServiceNow workday. But it’s happening now. And to be clear, all these. Horizontal business app. They’re not doing this in a very, you know, opportunistic, transactional way. [00:40:32] Dai Vu: They basically see marketplace and cloud go to market as a strategic growth lever for them. So that’s one big area. So from just a pure large deal perspective. Okay. Then you mentioned before around sort of corporate and SMB. Well, we find that a lot of the big opportunities are mostly around as they scale their business, uh, they’re not necessarily looking for things in the traditional sort of infrastructure space, but they’re looking for, you know, full SaaS applications to help scale their business, right? [00:40:58] Dai Vu: So it would be CRM, finance, hr, these types of solutions to become very attractive for some of this, uh, downstream market. And then lastly, as I mentioned before, which is, uh, when we think about this gentrification and owning, um. Uh, driving, uh, this business process and vertical, the ISVs become very important along with the services partners who bring that domain expertise to drive the end to end workflow. [00:41:25] Dai Vu: So I think that’s gonna be increasingly important. So those are three areas I think we need to watch out for. We. Okay. [00:41:30] John Janke: Maybe one thing, like as the cloud commit grows inside of companies, it’s shifted from being an engineering department, IT department budget line item to a corporate finance budget line item. [00:41:40] John Janke: Typically one of the top five to 10 expenses in a company. So that has shifted. Who is thinking about optimizing? The cloud commit with marketplace contracts. And that opens, that’s really opened up the avenue in addition to like these biz apps, vertical apps players. Yeah. Like having success. So I, I do think even inside your own company, evaluating where your cloud commits are, who owns them and are they thinking about the intersection of marketplace? [00:42:06] John Janke: ’cause I, I think it’s smaller companies, they’re still figuring it out. I run into engineering leaders who still own the commits, uh, but in medium to large companies. Very different. [00:42:16] Vince Menzione: Really good point. Because it, you know this, the optics change dramatically, right? This large commitment is now at the board level, [00:42:23] John Janke: right? [00:42:23] John Janke: And then you do have to teach your sellers as a vertical or business application player how to ask that question. ’cause the first resistance everybody says is, oh my, my person, my stakeholder, we. Manufacturing vertical application provider talking at an event last week, and they’re like, the shop floor manufacturing owner doesn’t know anything about the cloud commit. [00:42:43] John Janke: But if they ask the question, be like, Hey, do you guys have a strategic relationship with Google? Would it be easier to buy our product on the bill? Eight out of 10 times they get a yes. So [00:42:52] Vince Menzione: which is why the 5% comes in And that really accelerates the conversation happening. Yeah. We’ve got three more minutes. [00:43:01] Vince Menzione: Um, if we don’t have any other questions, I ha I have one for each of you really about the maturity model and partners are in the room that are not committed yet, right? We’ve talked about some very significant DBTs doing some incredible things, right? So we, there’s maybe a sense that like we, you, you are working with the be the biggest and the best out there, but what about everyone else that’s in the room that maybe isn’t committed yet? [00:43:23] Vince Menzione: And maybe they’re in motion, but they need some help and advice on what to go do next. What? What would you say die first? [00:43:30] Dai Vu: So they’re early stage, [00:43:31] Vince Menzione: early, early stage or not, they’re not on board yet. They’re not, yeah. They’re not with you yet. [00:43:35] Dai Vu: Yeah. So I’ll, I’ll go back to my earlier comment, which is that as you go into the journey, just be very intentional about what you need to do from an operational, investment people, uh, technology perspective. [00:43:47] Dai Vu: Uh, because it could be, it could be a multi-year journey. Um, uh, so I’d say go into it with the right expectations as opposed to thinking it’s going to be some accelerated six month thing that Sean has been driving here. It’s, he’s the outlier. [00:43:59] Shawn Toldo: But, but the reason for the outlier, [00:44:00] Dai Vu: yeah. [00:44:01] Shawn Toldo: And just to add to the intentional point Yeah. [00:44:02] Shawn Toldo: Is, you know, hire the right people. Right. So, somebody told me a long time ago, uh, hire slow, fire fast. That’s a really, really, really good principle that I take. Mm-hmm. I don’t like the fire part, obviously, but just for context, I, I am very lucky to have a great set of leaders that we were able to add people in. [00:44:24] Shawn Toldo: When I walked in the door, we had a person that was leading the Snowflake and AWS partnership. I had nobody on GCPI had nobody on Microsoft. I had nobody on Databricks. And then we made prioritization decisions on where we’re gonna go next. And so we hired people that had the experience and could drive the outcome in the right way. [00:44:43] Shawn Toldo: But we were very thoughtful about when we made those decisions on a quarterly basis, not a daily basis. So who you’re gonna bet on and then who you’re gonna put in the seat to make that bet come to life, I think is a really important thing as well. [00:44:58] John Janke: Yeah. [00:44:58] Vince Menzione: John, you worked with the be biggest and the best out there, so Yeah, sorry. [00:45:01] John Janke: Well, I think there’s the, like there’s the bottoms up and the tops down. Like seven years ago, this was all bottoms up. It was a partner leader who thought launching a marketplace would be good and they would go figure out how to do some deals and then sell their way up. Today there’s a lot more top down where people get it. [00:45:17] John Janke: But you can evaluate top down pretty fast. ’cause if you go talk to your CEO, you talk to your head of product, you talk to your CFO, and they have an allergic reaction to these concepts. You know, you have to go bottoms up. But there also are success story examples in every single ISV category that exists. [00:45:33] John Janke: Like this is not just security and data and DevOp like the, I think the ServiceNow. Salesforce workday. Examples are really great, like the marketing tech examples, more and more business of vertical apps every day. So I do think you can look at those people who’ve been successful. Maybe they’re your competitors, maybe they’re people you aspire to be and reference them as you’re trying to figure out how to do top down. [00:45:55] John Janke: But like you need both. You can’t win long term unless you get top down and bottom up aligned. [00:46:01] Shawn Toldo: And, and when I, when I would go ask for resourcing, I would always get the question, do, could you go faster with more? And I’d say, no. Gimme the one or two humans here, let me go prove it out and I’ll come back. [00:46:13] Shawn Toldo: So there’s a little bit of a strategy in doing that, that you’re gonna get more over time when you’re, you know, very measured in how you go ask for investment and resource. And so I would just add that point also. [00:46:27] Vince Menzione: Was, was hiring a significant component of your executive commitment, Sean? I mean, [00:46:33] Shawn Toldo: yes. So when I walked in the door at DBT, we had eight people in the partner organization. [00:46:38] Shawn Toldo: Today we have 25, and that was 18 months ago. But that did not happen. I didn’t go in and ask for, you know, that 16 people. Right. I asked over time in a very measured way with, you know, the programs and strategy team, like, what can we also support? You don’t want to bring somebody in to go do something and you don’t have the programs and operations side to support it ’cause they’ll fail. [00:47:01] Shawn Toldo: So we’ve been very thoughtful about how we’ve done that as well. [00:47:04] Vince Menzione: Die from you. I know you had something. [00:47:06] Dai Vu: No, no, no. I, I was good. [00:47:08] Vince Menzione: What is the one thing that people in this room need to go better and differently? Is there one, is there one specific thing other than what we’ve already discussed, did we miss anything? [00:47:16] Dai Vu: No, I would just, the whole identification. So obviously, uh, identifying this is not just like slapping a chat bot, but more around thinking all the things we talked about, product commercials, but also go to market where it’s agent first, where you can surface your agent in a workflow like Gemini Enterprise app. [00:47:34] Dai Vu: That’s gonna drive high alignment with how we work and go to market with Google. [00:47:38] Vince Menzione: Awesome. [00:47:38] Dai Vu: Yeah. [00:47:40] Vince Menzione: Wow. Good stuff. Yeah. Very good session. [00:47:44] Dai Vu: Thank [00:47:44] Vince Menzione: you guys. What do you think? Everyone? Thank you very much. [00:47:47] Shawn Toldo: Thanks for listening to the Ultimate Partner Podcast. [00:47:50] Vince Menzione: If today’s conversation resonated, share it with a partner leader in your network. [00:47:55] Vince Menzione: Subscribe where you listen, and head over to the ultimate partner.com. For show notes related content and the resources for this episode. And if you haven’t already, now’s the time to register for the Ultimate Partner Live Event in Reston, Virginia, [00:48:11] John Janke: October 26th through October 28th. [00:48:14] Vince Menzione: Until next time, keep showing up in the rooms that matter because being in the room changes everything [00:48:22] I.

Reports that Meta is selling excess AI compute sparked an important question across the investment community:Is this the first sign that AI demand is slowing?Or is the market reading too much into a normal part of operating hyperscale infrastructure?In this episode, we separate headlines from fundamentals and examine what Meta's move could actually mean for the broader AI investment thesis.⭐ Sponsored by Podcast10x - Podcasting agency for VCs - https://podcast10x.comKey topics we explore:– Why Meta may be selling excess compute capacity– Does this signal weakening AI demand or simply better capital allocation?– How hyperscalers think about infrastructure utilization– What this means for Nvidia, Micron, and the broader AI supply chain– Why compute utilization is becoming just as important as compute capacity– The key indicators investors should monitor to assess the health of the AI buildoutThe bigger question:Is Meta's decision an early warning sign for the AI infrastructure boom, or evidence that the industry is entering a more mature phase where optimizing compute matters as much as building it?For investors, understanding the difference between excess capacity and weakening demand is critical to evaluating the next phase of the AI race.LINKSPrashant Choubey - ⁠https://www.linkedin.com/in/choubeysahab⁠Subscribe to VC10X newsletter - ⁠https://vc10x.beehiiv.com⁠Subscribe on YouTube - ⁠https://youtube.com/@VC10X⁠Subscribe on Apple Podcasts - ⁠https://podcasts.apple.com/us/podcast/vc10x-investing-venture-capital-asset-management-private/id1632806986⁠Subscribe on Spotify - ⁠https://open.spotify.com/show/7F7KEhXNhTx1bKTBFgzv3k?si=WgQ4ozMiQJ-6nowj6wBgqQ⁠VC10X website - ⁠https://vc10x.com⁠For sponsorship queries reach out to prashantchoubey3@gmail.comThis channel is for asset managers, allocators, and investors who want analysis that holds up — not headlines dressed as insight.Subscribe for weekly data-driven breakdowns of the forces reshaping capital markets.#Meta #AI #ArtificialIntelligence #Datacenter #Nvidia #Micron #Semiconductors #CloudComputing #Investing #Stocks #TechStocks #VC10X #Infrastructure #CapitalMarkets #Finance #VentureCapital #WallStreet #BigTech

Produced by Foundersuite (for startups: www.foundersuite.com) and Fundingstack (for emerging manager VCs: www.fundingstack.com), "How I Raised It" goes behind the scenes with startup founders and investors who have raised capital. This episode is with with Kane Hsieh of Root Ventures, a deep tech seed VC fund that funds and supports investors at the earliest stages. Learn more (and check out their very cool website) at Root.vc. In this episode we discuss why chaos and disruption is good for founders and VCs, why it's critical to find your edge to raise capital, how being a VC is similar to being a Hollywood agent, how geting intros to VCs / LPs is the first "meta test", ways that Root is applying AI to the venture game, and much more. How I Raised It is produced by Foundersuite, makers of software to raise capital and manage investor relations. Foundersuite's customers have raised over $21 Billion since 2016. If you are a startup, create a free account at www.foundersuite.com. If you are a VC, venture studio or investment banker, check out our new platform, www.fundingstack.com

Episode Summary: Abundance in the Startup Ecosystem with Naseem Sayani In this episode of The Founder's Sandbox, Brenda McCabe sits down with investor, ecosystem builder, and female founder advocate Naseem Sayani to explore how capital, community, and visibility can create a more abundant and equitable startup ecosystem. Naseem shares her journey from management consulting and digital innovation to venture investing, where she became increasingly aware of the disparities women founders face when raising capital. After leaving a successful consulting partnership, she dedicated her career to supporting female entrepreneurs, investing in overlooked founders, and helping reshape how venture capital recognizes opportunity. The conversation dives into practical fundraising advice for women founders, including why founders should "lead with the money, not the empathy," how gender bias shows up in investor questioning, and how pitch decks can be strategically designed to guide investor conversations. Naseem also discusses the research-backed differences between the questions male and female founders receive during fundraising and offers actionable strategies for reframing those interactions. Brenda and Naseem explore several of Naseem's current initiatives, including her podcast The Capital Flex, which amplifies real fundraising stories from women founders, and the newly launched SoCal Women's Health Collective, a community focused on advancing innovation and collaboration in women's health. The discussion also examines the future of healthcare investing, where Naseem advocates for shifting the conversation from "women's health" to precision health—a broader framework that highlights the enormous market opportunities in personalized care, diagnostics, and health solutions that have historically been overlooked. Naseem emphasizes the power of abundance over scarcity, encouraging women to share networks, knowledge, and opportunities rather than competing for limited seats at the table. She argues that true progress will come when more capital flows from traditional funding sources into diverse founder communities, creating better outcomes for investors, founders, and society alike. Captions: 00:09 All right, welcome back to the Founder's Sandbox. I'm Brenda McCabe, your host, now in this fourth season of the Founder's Sandbox. And my mission is quite simple. With the Founder's Sandbox, I have guests that are business owners, service providers, VCs, and corporate directors. 00:36 who like me want to use the power of the enterprise to make change for a better world. And with stories in the sandbox on resilience, scalability, and purpose-driven experiences of my guest, um we have an origin story and we get to really understand what's under the hood of the businesses that my guest, um our owners have. So I'm absolutely delighted to have Naseem Sayani as my guest this month. Welcome, Naseem. 01:06 Thank you. I'm so excited to be here. Yeah. So Naseem and I go back um many, many years. She touches, um checks many, many boxes. Our first encounter was while I was m leading a women's corporate, a women's investment fund. So we invested in women owned companies with a minimum 33 % equity holding of uh the woman uh founder or m C-suite. 01:34 member and Nassim at that time was within Emily Ventures. She's since moved on to other firms and we've we're she's my first port of call when there is a very talented woman founder, particularly in the life science or digital health area. So I was absolutely delighted when the same also launched her own podcast podcast. So we'll get into that in a minute. So let me just make a uh bit more proper. uh 02:04 Introduction to you, Naseem. You're an investor, ecosystem builder, and speaker, as you guys are going to see here. Currently, the operating umbrella for all of the different ventures um that Naseem is orchestrating is Game Changers, World Changers. I love the title of your umbrella. You lead, and I've seen it in real life, commitment to empowering female founders. um 02:34 Her network across the United States and elsewhere is uh has no paragon. She is amazing. She's largely focused in health tech and fintech. And there's something that you've been doing recently, which is really giving a voice to women founders and what's it like raising capital. So with that, we're going to jump into uh our podcast today, abundance in the startup ecosystem. how, why are you doing what you do today? 03:04 Tell us about your origin story. Oh goodness. Yeah. No, back in time, back in time. Back in time. You were a consultant. all. I was. Yeah, we all grew up somewhere. So I like, I like to say I'm a recovering consultant. So I spent many, many, many years in core management consulting. So really problem solving. 03:27 at various strategic levels with Fortune 100s. I was working across healthcare, financial services, consumer, little bits of energy and other things along the way. But it was really those three sectors that I spent most of my time in. And this is early, early 2000s. So digital was a thing, but it wasn't. And we had Facebook that was happening already, you know, early 2000s. But it was in 2007 that we got iPhones in our hands and something shifted. 03:56 Right? It dramatically changed what the words digital strategy might mean. And that's when I started doing very continuously, very core digital strategy work with all of those same clients. And to put this in context, they didn't know what those words meant. Those words didn't mean anything. Like, what is digital strategy? What does it mean to my business? How does it change how I organize? How does it change how I go to market? 04:26 personalization moving from a one to many advertising model to a one to one ad model. That was a, it was a whole new paradigm, right? Of how we might interact and talk to the market as a brand or as a business. And that was all of the work I was doing in mid 2000s. And so it was fascinating to be in the center of, of that much problem solving. Well, that's what it feels like now. 04:54 That's what it feels like now, but at the time we didn't know that we were on the front end of what was this massive transformation, right? We were just doing the work and having fun and a bunch of young people straight out of MBA programs, problem solving. But it was great because you learn so much so quickly when you do that kind of work. And then a couple of years into it, we realized that our clients couldn't really execute against the strategies that we had built because they don't have 05:21 product and tech and UX and UI and scrums don't mean anything. Like this language that we take for granted now was just getting established mid late 2000s. And so we launched a product studio inside of the consulting firm to help them build product and launch experiences. And we, I was living in New York at a time. We launched this product studio out of Los Angeles. And in that same window, I moved back to LA. So I ended up being the person who ran the studio. 05:51 for about two and a half, three years. And so I was doing core strategy work. I was running the product studio and for about three years, every single digital proposal for the firm went through my inbox. Oh my gosh. Globally. it was every single project, every single client, we were tacking on the studio effort onto the back of that proposal. And so I didn't sleep for three years. I worked harder than I've ever worked in those three years. 06:20 But it was tremendous because I got to see so many different things so quickly. And we built a really great studio team. We were doing really great work in that team. And then the firm that I was at got acquired. There was lots of transformation things that happened. And then that product studio went and got acquired by a different management consulting firm and grew up into a full venture incubator. So the products we were building 06:47 ultimately needed different governance, different KPIs, different growth models, different leadership than what the corporate owner was able to do. So now we were, it was a different business. was a spin out turned into a spin out. So the value proposition turned into, we're not just building products. We're actually helping you build the startup that would otherwise put you out of business. That became the thing that we were doing. So now, now we're building startups and we're doing it at scale and we're doing with our clients and we're doing it. Now it's early. 07:17 2010s, 2011, 2012, and we're building startups and in parallel, right? Things like Uber and other things are happening in parallel and we're watching all kinds of change happen in how we engage and what kind of tools we're using across the marketplaces and what's broadly from a digital perspective. And it was great. I got to learn a lot really, really quickly. But in these... 07:43 Rooms right and you can imagine because you've been in these rooms also uh There's not enough women. There's not enough diversity We're building great product, but we don't really cover all the use cases because we're missing women and because we're missing diversity and so I was in parallel trying to meet as much of the I was trying to more founders I wanted to just see what else was out there. So I gravitated towards a lot of the the events that had more women and I was also 08:12 I'd led the diversity efforts inside of the incubator. was always protecting the careers of the women behind me. I held the diversity flag. I was one of three female partners in the incubator of like 50, right? So we were already standing on top of a pretty, on top of pretty small The token women, right? Right, right, exactly. So I was meeting a lot of women outside the building and building great products, building incredible businesses, but like, 08:41 fighting to the nail to raise capital for the companies that they're building. Meanwhile, my day job has capital. We're pouring money into building startups, but I'm surrounded by men all day. So this contrast between my day job and the struggle of what was happening for the female founders outside of the building, this contrast became... just this cognitive dissonance was too much. 09:09 stick too much to handle, right? It just doesn't work. And so I ultimately decided that I had to shift all of my energy, all of my focus. I know how to do things. I know how to build businesses. I know how to think strategically. I know how to problem solve. I can look at a market and hopefully figure it out. So let me just redirect all the energy to actually helping the whole other half of the ecosystem raise some capital and move some money and build some businesses because the boys have all the help that they need, right? 09:39 But the women don't. You left a partner position. I did. Yeah. No, my husband is super excited about that. I left my partner job at the consultancy to go full venture and decide to move some capital. Absolutely. And I started investing. This was 2019-ish and started writing some angel checks, larger angel checks, got deeper in the ecosystem. It was in that window that I met the two women. 10:08 that I launched Emmeline Ventures with. We raised about six and a half, seven million seats, stage focus, healthcare, fintech, sustainability, wrote some fantastic checks. I got some great capital out the door. And then I jumped, as you mentioned, to go do a whole host of other things. Now much more embedded, almost an ecosystem level, so more horizontal than just the vertical of the fund. And it's been great. It's, it's... 10:35 serendipitous that I got involved in the ecosystem in a moment where the female founder ecosystem was growing up the way that it was the women's health ecosystem was growing up the way that it was. And so the notion that I'm a pioneer comes up a lot because people like you've been in this for a while. Like you, you were one of the few people who built this thing. uh 10:57 But it doesn't feel that way to me. But there's a few of us who have been here since the beginning, really crafting this. And so it's really kind of fun to have been in it since the beginning, it feels like. So one of the things that we did with you uh from Ty last year is you did a master class with a cohort of women-owned businesses on how to pitch. Oh, yeah. And granted, I don't want to steal your thunder. 11:27 You're tagline with this, but we go into a room with VC, Rangel Investors. It's largely male. So what are your two or three core messages from that training? I used to it a lot. I attribute it to Naseem Sayani, but it is when women hear this, they're like, oh, I've got to go back and redo my text. 11:54 Yes. Yeah. So there's a couple of things I tell that I coach, I should say, female founders on all the time. One is you need to lead with the money and not the empathy. What we have been conditioned to do as women, and it's not conditioned, it actually comes from a lot of where our core empathy and how women move in the world is. We lead with the emotion. It's how we engage, it's how we build relationships. 12:21 But when you are in a money driven ecosystem, such as venture, you cannot lead with empathy. You have to lead with money. You have to tell me and tell who you're talking to how much this thing is worth. And you have to tell them that quickly. What typically happens with a pitch deck from a female founder is that there are four or five pages on pain. 12:46 pain and stress and how hard it is and just all this stuff that is so, so hard and you don't get to the size of the market until page seven. And that's too far, right? Because by then the people are bored and they don't care. you have do it in a page. Fine. But it's not five pages. Pull the market up sooner. Talk about the size of the opportunity sooner. I don't want any personal stories at the front of that deck. 13:14 The place where I want you to put the personal story is in how you're going to win. Because if you understand the market so closely and this pain point so closely because it happened to you, that is why your hustle is so much stronger. That's why you're after it so much more that your founder market fit comes from that. So put it there. Don't put it into product market fit. That's the wrong place. Right. Founder market fit. 13:42 Put it into founder market fit because that's the reason you're going to win is because you care about it in a way that other people don't care about it. So it's in the wrong place in the story. So put the empathy in the appendix. Nobody cares. I love you, but nobody cares. Lead with the money. That's point number one. Point number two is that there is data. It is validated that women get different questions in pitch meetings than men do. Yes. Harvard research. 14:08 Harvard research proves it. Two out of every three questions that a male founder gets will be about growth and vision and opportunity and how big this market can be. Two out of three questions that a woman gets will be risk related. So, oh my gosh, that CAC number is so high. And oh my goodness, what if you can't find the customers? And oh my goodness, what if somebody else does this? It is prevention. Yeah, it is prevention minded questions. Men get promotion minded questions. And if you're not... 14:37 prepared for that. You will be on the defense of the entire time in that meeting. So you have to practice. You have to spend a weekend with your camuja or your glass of wine or whatever it is and write down all of the prevention questions you might get on your deck, whether it's a main page or a footnote or something on the bottom of page 10. Write down everything. Be horribly brutal. 15:03 and then let it sit for a day, come back and write down your answers. And your intention with the answers is not to answer the question, but to flip that question into a promotion-based response. Excellent. Shift the power dynamic back. As an example, you have a revenue page that has the chart, revenue goes up from zero, year one to year five, and then you've got three bullets, you've got three data points on the right-hand side. Everyone should have a page that looks like this. You've got CAC, you've got AOV, you might have LTV as well. 15:33 More than likely, as a female founder, they're going to ask you about CAC. They're say, oh my God, CAC is $28. That's so high. How are you going to manage that? A male founder is going to get a question on AOV. AOV is $1,200. That's incredible. Can it get to $1,500? That's the difference in the questions. If you get that CAC question, your natural response might be, yeah, it's $28. We're going to work on it. We're going to run some tests. We really think we can get it to $25. 16:03 That might be how we naturally respond. What you should say is, it's $28, but our AOV is $1,200. So we actually think it's performing pretty well. 16:16 Very, very convincing. And that's it. Yes. Yeah. You don't respond to the defensiveness. You redirect them to the data point that actually matters. And you take back the power in that conversation. And it may also be that you have to reformat your deck. Yes. Yes. Yes. 100%. Yeah. So that's the third. That's the third thing is that your deck is a strategic asset. 16:44 Okay. And you should be very thoughtful about what you put in the deck so that you are teeing up the questions that you want to answer. Okay. There's a thing is too much information and there's a thing is too little information. The line in the middle is that if you're putting data on that same page on the right hand side, yes, put AOV at the top, put LTV next, put CAC at the bottom. Don't put CAC at the top because everyone's going look on the top right. It's natural. 17:14 Eyelines go to the top right of a page. Don't put CAC at the top. Put AOV at the top. Is that the biggest number? Put that one at the top. Be very deliberate about where you put data on the page so that you can tee up the questions that you want to get. You can bait the document with the things that you want to answer and set up the conversation that you want to have at least halfway. Right. It takes practice though. It takes practice. It takes practice. Yes. 17:42 And where are you now dedicating a lot of your uh time? We are fellow podcasters. And I know it was some time in the making. So you launched, was it six months ago, the Capital Flex podcast? Yes. Yes. And this is where you hear real stories, right? So to share a bit with my little. Yeah, absolutely. So I launched. 18:08 I launched the Capital Flex in January. I've been working on it since mid last year. It's been living on a post-it on my desk for the last two years, maybe more. So I get a lot of inbound from founders on the crazy things that happen when they're fundraising. A weird conversation, uh a offhand comment, an unfortunate behavior. Just the things that we know happen to women when they're out fundraising. 18:37 So I do a lot of, call myself, I've become this like de facto therapist for the female founder side of the ecosystem. And so I've been making notes on just the crazy that happens. And what I started, what happens is that there's founder, founder in New York and founder in California who are dealing with the same problem, but they don't know each other. So I'm, I'm sharing information across these two women when they should just know each other. So I'll bridge the connect, but you can't, I can't scale that. 19:04 quickly, right? And so instead I said, what if we just talked about it out loud on a podcast and just shared the stories and made it real and not just stories for the sake of, you know, kind of the victim hood that might come with that. That's not the intent. That's not my stance in any case, but I want to share the story so that we know that they're real. And then I want to share the learnings from that experience so that when another founder listens to any one of these episodes, you go, Oh my God, 19:34 Yes, that happens to maybe that's happened to me too. So I'm not alone. It's not just me and it's not personal and three That's a great way to deal with it because that founder dealt with it that way. Maybe I can do that too So it's really the toolkit that comes out of each episode. That was that was the end game And so episode, uh, sorry season one has just wrapped about a week ago 12 20:00 Great conversations, 12 fantastic founders. Each story is just tremendous. You learn a lot. They're very candid. It's very raw. And it's great. it's on Spotify and everywhere you can find it. called the Capital Flex. Everyone should go listen. It's tremendous. And then season two is going to drop in just a few weeks. And we've got another slate of 12 great founders. And we're running. Yeah, that's great. um 20:26 the impulse to actually launch a podcast, and the scene, if I hear you correctly, is you really wanted to amplify and scale these lessons that and experiences that other women founders have lived in their own skin. Yes. And not so much. It's not in a private way, but you really what do you think you're going to get out of this in terms of effectuating change in how people write checks? 20:55 It's visibility on really what's different about the rooms that women walk into versus the rooms that men walk into. It's awareness and accountability on behavior. Because if we know what's happening and we see it happen, we can call it out. Because now there's proof, right? And we go, oh, it's not her being sensitive. These things are really happening. 21:23 And then three, there's a pattern recognition problem in the ecosystem. And there's been so much money has moved in certain ways. there's indicators of success that a lot of the money moves on. But a lot of that is based on a very historical founder profile. And that profile doesn't include women. And it doesn't include people of color. And those levers of success look different in women. And they look different. 21:53 in founders of color. And unless we are understanding the impact of not seeing that we're never going to move capital in bigger ways. And ultimately we're just missing huge opportunities. We are missing massive opportunities spaces because we, our pattern recognition is stopping us from writing checks into spaces that we don't know enough about. So if you were to pitch yourself, right? Or, um, 22:22 game changers, world changers in front of investors. What would be your top line? Do you want to effectuate change over x million of women founders? Are you going international? mean, do a pitch here if you want. I don't know if I'll do that, but I can. So what would be your key guys, right? And yeah, yes. Yeah. So it's how much capital do we shift from? 22:51 from kind of the core buckets, the capital goes to, to founders that they haven't written checks before. Okay. That's, and so that's a big one. Uh, and, and how that, and what's the profile of the check writer? Because we have, there's been a increase in women who run funds in the last 10 years. So there's a lot more diversity in who's running funds, which is great. There's also a lot more diversity in who's building companies. So there's a lot more women, a lot more people of color. 23:20 building companies, but the bulk of the money is still sitting in traditional hands going to traditional profiles of builders. I want both of those things to move. So if we have better awareness of who's building and how they're building and what they look like and how they move in rooms and how they might show up in rooms, then the people writing the profile of who writes the check should also shift, right? It's not just women who should be writing checks to women. Men should be writing checks to women as well. 23:50 So how do we cross the social and gender circles better? capturing that metric, like that's the KPI that I want, is how much capital is going from male-led funds into female-founded teams. That's the metric that I want to be able to track. Because right now what's happening is that all the women-led and diverse funds are who's funding the women-led and diverse founded companies. Say that again. 24:19 for my listeners, because this is important. Women-led and diverse-led funds are the bulk of the money that's funding women-led and diverse founded companies. 24:30 And that cannot persist because we need big capital to go into these companies because they are building fantastic game changing businesses and everybody should make money from what they're doing. And they're going to hit a series a, a series B, a series C, and they're going to need bigger checks. You heard it here on the founder sandbox. Let's, let's, let's change to sectors. largely health tech, fintech. 24:59 Where do you see um greater, where are you focusing your initiatives in terms of um getting more check writers, right? uh Into the ecosystem and where have there been the greatest deficiency in, you you talk about these big product or these sectors, right? That have not addressed women's needs. So, so the answer is the same for both of those. I'm, I'm calling. 25:27 This will come out. This is a semantic problem, but I'm causing I'm calling it precision health. This is a place where I'm spending where I'm spending all of my time where I want to be investing in where the biggest opportunity is is our ability to leverage precision health. This is insight driven health care, whether it's in care delivery, whether it's in diagnostics, whether it's in understanding cancer, whether it's in 25:56 delivering smarter insights based on the type of human we're talking to, that is where we're going to change the game in healthcare. And that's where I want more capital to go and where it should go. Now, we've historically called this women's health, right? You've flipped the term use. So we've called this women's health for a long time. We're still calling it women's health. The problem that we've now uncovered is 26:24 Women's health carries stigma. The language carries stigma. You hear women's health and still I'll have people that say, oh my gosh, no, yeah, we've one or two things. We've made our women's health investment this year. Check the box. We're good. Yeah. Or they'll say, oh, but it's, it's, it's just so niche. We're half of the population. Yeah. Half of the population is not niche. just, I can't even, I have to just look at them and say I'm half the population. 26:55 And then the third thing you'll hear is, there just haven't, we just haven't seen the exit. So we're just not sure that the value is there. And so on the third one, have my, I hope there's two responses. One is, you know, when Google and Facebook and Amazon came to market and we're raising capital, there were no exits for search and e-commerce and social. No, we didn't know what it was. These things were brand new. 27:22 The reason the money went there was because there were behaviors and there was demand and there was money that was moving towards these categories. That was the reason we invested was there was a behavior trend that was shifting. There was a market trend that was shifting. There was something we were after because there was going there was a value pool that we could get after. That's why the money moved. This is what's happening with women's health right now. There is demand. There's behavior. There's money moving there right now. Menopause is a 60 billion dollar category. 27:52 When it comes down to it, women will spend money on their health care and they'll do it out of pocket. They're doing it right now. Right. We have no interest in our grandma's health care. We're absolutely going to go get what we need to solve for the hot flashes and the brain fog and whatever it is. And that's we have the proof now. Now, in January of this year, 2026 at JPMorgan, there was a report that was launched. There's a fantastic team that spent the last year doing the work to reanalyze all of the health care exits for the last 20 years. 28:21 The report is called follow the exits. Okay. And what they did was reclassify all of the exits in healthcare for the last 20 years into three different buckets, assuming that they qualified. If those exits were aligned to conditions that exclusively differently or disproportionately affected women, they bucketed them that way to recast the exits against conditions that affected women. When they're not 28:50 They weren't talked about that way in the market already. But when they did that, they were able to quantify $100 billion of returns that have already made its way back to investors from exits related to companies that built and exited because they were in conditions that exclusively, differently, or disproportionately affected women. 29:13 So people have made money from women's health already. But we don't know how to talk about it. They weren't calling it women's health. They were calling it diagnostics in oncology. It didn't matter that it was breast cancer. It was diagnostics and oncology. So this is why the semantics problem has to get solved and addressed is that when we call it women's health, we're trying to prove a horizontal over and over again, or saying people to believe in this horizontal that has value. And it's not. 29:43 semantics aren't landing. What has been working is just the proof of value in cardiology or in cardiovascular or an autoimmune or in diagnostics where you go, there's money there. Let's go invest because there's money there. And that's the shift that we have to have. And this is why precision health is how I'm phrasing it now is that we need to get after precision health because if I can prove value in precision health because I can solve for cardiovascular disease. 30:11 for women differently than men and there's value in that and I can deliver better services, better care. I can access reimbursement codes. I can do all of these things differently because I understand what a heart attack looks like in a man versus the woman. And that means that they'll end up at their doctor's office and not in the ER, which is more expensive. That's a place we can invest. it's a semantic change, but that's why I'm now calling it precision. I hope it doesn't. 30:38 take another 20 years after the... I don't think it will. I think there's more and more of us talking about it now and actively talking about the semantics differently. And from this Follow the Exits report, what I'm working on, and this is through my role at Women's Health Access Matters with WAM, is that we're taking the data from that report and we're creating assets that founders can use in their pitch decks to actually showcase the exits that line up with the category that they're in. Amazing. 31:07 So here's the market. Here's three exits. I'm good. I have proof. Yeah. So I think we can get there faster. Excellent. So that's a great segue um to yet another initiative that um is near and dear to your heart, which is it's still in a seed stage. Talk to us about the SoCal Women's Collector. Oh, yeah. Yeah. This is brand new. Me and five other fantastic women here in Southern California. 31:37 decided that we wanted to better connect the ecosystem here in SoCal. So from LA to Orange County to San Diego, there are fragmented groups of wonderful humans, all building, researching, investing, et cetera, into women's health, whether they are at universities or at accelerators or independently investing or they're founders, et cetera. So we launched what's called the SoCal Women's Health Collective. 32:04 And we are actively focused on connecting community. So it's budding, it's growing. We're organizing and still setting full strategy. But at the very least, we are bringing people together at events. We're hosting virtual and live events, whether it's happy hours or panels. We're doing things virtually where we're doing coaching sessions with founders. And we're building a mailing list so that we can get this community connected and talking to each other and at least know who else 32:33 is in Southern California touching this category and building in this category. And it's been really incredible because we were just sitting around dinner one night going, my God, couldn't we do this? And now we have a mailing list that's more than 500 people long. And we meet people everywhere that want to be part of it, want to join, want to come to events. And it's really grown. And we're only within a year. It's really only 10 or 11 months old. 33:00 But it's really taken off. It's great. So we can do a lot with it. I love it. And are you at all working with, is it GLG or the Women's Collective? It's an advocacy group in Washington, DC. Yes, the policy group. Yes, the policy group. Yes. So there's a parallel group called Women's Held Advocates, which is the policy and lobbying organization that's focused in Washington. 33:29 that is entirely organized around uh supporting policy initiatives focused on women's health. So across breast cancer, menopause, we now have recently added bone health, fertility, et cetera. We have sub teams under the women's health advocates umbrella that are focused on policy initiatives to get budget lines or policy lines into different things in Congress to make sure there's a tension on women's health across, again, aligned by conditions. 33:58 so that we can get things done in Congress. So, Women's Health Collective and Women's Health Advocates, at least in SoCal, there's high overlap in the leadership across these two groups. So, we can do a lot of good things together because the women on the steering committee for Women's Health Advocates who are in LA are the same women who launched the SoCal Women's Health Collective. It's symbiotic uh and I've attended... 34:26 sessions with both groups and it's a very exciting moment. It's there's bipartisan bills going to Congress on just why are knee replacements for men being birthed at a higher rate than for women? We all have the same. So it's like really just providing the transparency. pulled that thread. It's a whole different podcast. I know. know. know. So anyway, so you heard it here. 34:55 What else? I could go on and on, Naseem, but we have a certain time here. And I just wanted to give you this moment to share with my listeners how to contact you, how to get involved in your multiple initiatives. These will be in the show notes. 35:16 Yeah, no, absolutely. So I love that the so find the podcast. It's on Spotify and Apple and all the places where you listen to your podcast. It's called the Capital Flex. So all the subscribers would be amazing. Come and listen. I love feedback. Tell me what you think. Season two will drop on May 6th and season one is tremendous. So start from the top. The second thing is I also host something called a Founders Coven, which is a monthly meetup for female founders. And it's a virtual session. It's an hour. 35:45 uh once a month and the entire intent is to infuse expertise, insight, education into the female founder half of the ecosystem. So we've had three sessions so far and I was doing these in a previous life and I've now rebooted it this year. We've talked about vibe coding. We've talked about healthcare reimbursement. uh Our next session is in two weeks. We have a exited founder coming to talk about how she built her business and then led to the exit. So 36:12 You can join the coven. It's on my LinkedIn. You can find the sign up sheet so you can join the coven and join us when you can each month. And then I also I do a lot. I'm very active on LinkedIn. I'm always writing and posting. I'm speaking at lots of events so you can find me out in the wild pretty easily also because I tend to be around a lot. So that's the easiest. as a pioneer, this is a question that just came to my mind. You were so in the early stages of social media, right? um 36:42 Would you dare to give an opinion on what is the best type of platform to get your voice out there as a, as a leader, a change leader like you, is it LinkedIn? Is it how it. I believe it's LinkedIn. I tell a lot of founders this, that if you want to build credibility and thought leadership in parallel to building your company, start to build a platform on LinkedIn. Got it. Build a point of view. 37:13 have a point of view on what the future looks like when your company wins and start to talk about it. And it doesn't have to be long. It's a couple of it's like blog posts type things and use headlines, right? Use what's going on in the news and in healthcare to express a point of view and to talk about what it means and what are the implications and what are the so what's of what's going on and how does that tie back to what you're building and why you're building it? Because when investors go out to research a company and to research the founder, 37:40 If they, will look at your data room with a look at financials, a look at what you're building. All of that has to be up to snuff. And then they're going to go research the founder. And if they go on LinkedIn and they see that you're writing and publishing and that you've built an audience and that you're somewhat prolific in terms of communicating a point of view, those things are important. They pay off, right? You go, well, she, she's talking about what she wants and she has a perspective that's valuable because it means that you're really committed to the thing that you're after. And 38:09 And women don't spend enough time building platforms. We don't spend enough time standing on soap boxes talking about the things we care about. And we should be doing it more. And all of your friends should like comment and share every single thing that you post. And so I also tell everyone once you share it, send it to all your friends and tell them they have to comment and post on it. We have to keep building the flywheel. A flywheel. You heard it here on the Founder's Sand. 38:38 All right, we're going to go to the sandbox. I like to close out asking my guests, um what is the meaning to you for the following three terms, which I am passionate about and how I work with my founder clients. What does scalability mean to you? Oh, scalability means an ability to grow and navigate the market. 39:03 in line with market trends and market behaviors. knowing, having a good perspective on what's going on, dynamics in the sector that you're in, and having built enough mobility in how you navigate your organization so that you can turn left, turn right, etc. in line with what's going on outside the business. That's scalability. Perfect. How about resilience? 39:32 Resilience. one is it's that. So one, it's a necessary skill. We'll start there. And two, it's an ability to take in what's going on in the market, not take it personally, reflect and keep going. uh Feedback can come from everywhere. A lot of it from places that maybe aren't relevant and not that useful. So knowing how to filter and listen and then really be able to be open minded and take the good feedback when you get it. 40:02 And I had one founder on my podcast say that she spent a lot of time on the floor while she was fundraising, like curled up in a ball because it was so hard. But she got up again every single time and she raised the capital and she built a business and she can use to do that. And that's resilience. Right. I'm after something big and it matters. So I'm going to get it done. Amazing. Amazing. And I heard you when we were talking about the subtitle for the episode. uh 40:32 Abundance. What's abundant? Why is abundance so important for you? Abundance is really important for me because we have been, we women have been conditioned so badly in scarcity where there's not enough. There's only one, only one of us can win. We can't all win. And so we don't share our networks easily. We don't share our relationship easily. We, we feel like we have to keep things really close because if I share it, then I lose it. 41:02 It's a mentality I hear em from founders and it's a bit generational as well. And I don't want us to do that. I have found more than once that the more I put into the ecosystem, the more I get back. Comes back to me in spades. so opening up our networks, sharing what we know, being open about the learnings, pulling everyone forward with us. All of that is going to... 41:29 it's going to benefit all ships rise. it's how our male counterparts have been doing it for years. The golf course is the golf course for a reason. Right. And so we don't have a golf course, but we do have our networks and we do have our relationships and women are very innate relationship builders. It is superpower territory and we should be using it. And that means abundance. That means not worrying about 41:57 being the only one because you know what? We're building our own tables and we're pulling up more chairs and that's how we're gonna get this done. I love it. have goosebumps just listening to this last part about bandits. Thank you, Naseem. Final question. What does purpose, purpose driven mean to you? No, purpose driven means that 42:21 your the things you are doing and the things that bring you joy are lined up. Amazing. Yeah. And you can make money from it. Yeah. Without the joy, right? Yeah. Make money better. Yeah. Final question to Jeff on here in the sandbox. This was great. Yes. Thank you. Amazing. I really enjoyed listening. Just I enjoy our friendship, our working together on 42:50 Common theme, which is getting more money into the female. This is 100%. Yep. So to my listeners, if you like this episode with the same, so Yanny sign up for the monthly release of the founder sandbox, you can find it on any major streaming platform. You've got to find founders, business owners, corporate directors and service providers that are building resilience, scalable and purpose driven companies with great corporate. 43:19 uh governance. So thank you for joining us today and see you next month. Thank you.

What does it take to back a technical founder before there's a product, a customer, or a dollar of revenue? Ashmeet Sidana has been doing exactly that — and he's been oversubscribed on every fund he's ever raised.Ashmeet is the Founder and Managing Partner of Engineering Capital, a seed-stage venture fund he runs as a solo GP in the Bay Area. A Stanford-trained engineer and former product leader at VMware, he brings one of the sharpest technical lenses in early-stage venture.⭐ Sponsored by Podcast10x - Podcasting agency for VCs - https://podcast10x.comIn this episode we cover:→ Why software still holds 63,000x more opportunity than hardware→ Data as the new asbestos — and the AI slop contamination loop→ Data sovereignty and the rise of isolated global cloud regions→ Big tech's structural blind spots and the Gandhi model for startups→ Backing technical founders at day zero, before product or revenue→ Why running a fund alone is a structural advantage, not a risk→ The VMware lesson every AI infrastructure founder needs to hearLinks:Engineering Capital: engineeringcapital.comConnect with Ashmeet on X: ashmeetsidana Connect with Prashant: https://linkedin.com/in/choubeysahabSubscribe to VC10X newsletter - ⁠https://vc10x.beehiiv.com⁠Subscribe on YouTube - ⁠https://youtube.com/@VC10X ⁠Subscribe on Apple Podcasts - ⁠https://podcasts.apple.com/us/podcast/vc10x-investing-venture-capital-asset-management-private/id1632806986⁠Subscribe on Spotify - ⁠https://open.spotify.com/show/7F7KEhXNhTx1bKTBFgzv3k?si=WgQ4ozMiQJ-6nowj6wBgqQ⁠VC10X website - ⁠https://vc10x.comTimestamps:(00:00) - Preview(01:22) - Introduction to Guest Ashmeet Sidana & Episode Overview(03:00) - The Interconnect Layer Bottleneck in LLM Training(04:52) - Physical Limitations: From Silicon Availability to Megawatt Capacity(06:01) - Powering Data Centers: Consistent vs. Intermittent Energy Sources(08:21) - The Case for Software: Unlocking 63,000x Performance Gains(11:12) - Data Sovereignty and the Rise of Independent Cloud Regions(13:19) - How Engineering Architectures Must Evolve to Handle "AI Slop"(16:57) - Can AI Be Used to Detect AI-Generated Slop?(18:26) - What Happens When a New AI Architecture Replaces the Transformer?(20:19) - Startup Opportunities Arising from the Legacy CPU Stack(21:48) - How Startups Can Compete with Big Tech's Infinite CapEx(25:34) - Identifying Big Tech's Structural Blind Spots in the AI Cycle(28:22) - Early Signals of Commercial Instinct in Technical Founders(29:47) - How to Pressure Test a Founder's "Technical Insight" at Day Zero(31:45) - The Solo GP Advantage: Turning Key Man Risk into Structural Alignment(34:51) - Transitioning from an Operator to a Venture Capitalist(36:34) - Managing the Workload as a Solo GP(39:30) - Why AI Startups Struggle to Find a Specific Niche like VMware's Server Consolidation(41:17) - Rapid-Fire Round: Investment Thesis(42:40) - Rapid-Fire Round: How Founders Can Get in Touch(43:05) - Rapid-Fire Round: Where to Follow Ashmeet Sidana

Send us Fan MailLev Gonick is the CIO at Arizona State University, one of the largest and fastest-growing universities in the United States, with over 200,000 students across campuses in Phoenix, Los Angeles, Washington, and 35 partner institutions around the world. He won an ORBIE Award in 2023 as a top large Enterprise CIO, was named a Top 50 Educational Technology Influencer by EdScoop in 2022, and holds a PhD in International Political Economy from York University.Before joining ASU, he was one of the rare CIOs who came from the classroom, having spent the first decade of his career as a teacher and researcher before pioneering online learning in the 1990s, long before it became an industry. In this episode, Lev draws on more than 40 years at the intersection of technology and education to make the case that AI is not the disruptor of higher education, it is the accelerant, and that the institutions treating it that way are already building what everyone else is still debating.In this conversation, we discuss:Why AI is not the disruptor of higher education, and what has actually been driving the disruption for decadesHow ASU went from survival mode during the 2009 financial crisis to building the largest online learning operation in the country, and why the same instinct is now driving its AI strategyWhat ASU's data from 200,000 students using AI daily actually reveals about which skills will endure and which ones will notHow the role of university faculty is fundamentally changing in the AI era, and why the hardest question has nothing to do with cheatingWhat the "Agentic self" means for creatives, and how a unique course taught by Will.i.am is helping students protect and amplify their creative futures.How the traditional responsibilities of the Chief Information Officer are expanding beyond basic operations to actively shaping institutional strategy and innovation. Explore this conversation:00:00 Intro and AI Fun Fact: Blue Books vs AI Rethinking Academic Integrity04:25 Introducing Lev Gonick, CIO at Arizona State University05:17 From Classroom Teacher to Academic Disruptor at ASU08:16 ASU Principled Innovation and the Design Build Approach to AI13:23 Co-Creating with Industry: AWS Zoom and the GSV Summit at ASU17:35 Soft Skills Are Smart Skills: Rethinking AI Literacy in Higher Ed23:25 Rethinking Assessment: What Faculty Must Adapt to in the AI Era27:01 Why a College Degree Still Matters in the Age of AI30:37 From YouTube to ASU: Meeting Learners Where They Are34:22 Disrupt or Be Disrupted: ASU Mission to Reach 300000 Students35:57 From Operator to Strategist: The New Playbook for the Modern CIO40:26 Connect with Lev Gonick and Arizona State University RESOURCESSubscribe to the AI & The Future of Work NewsletterConnect with Lev on LinkedInAI fun fact article: Blue Books Are Making a Campus Comeback via Axios, by Josephine WalkerOn what most entrepreneurs get wrong when pitching to VCs.

"comma develops open source ADAS software. You can call it self-driving software, but currently what we ship is something where the user is supposed to pay attention all the time." "We want the software to be open source so that people have full control. The hardware is something you have root on. We don't have any access to your device in terms of that's necessary to make it operate normally. There's some telemetry that you can turn off if you want. The device is something you buy, you run open source software on it and there's no cloud involved in making it work as an ADAS product." ***"We're pretty passionate about making sure that if you buy something you own it, if you run software, it should be open source and you should be able to modify it, or at least we shouldn't be able to stop you. That should be a thing that you control." ~ Harald Schäfer*** In this episode I talk with Harald Schäfer, CTO of comma(.)ai, about building sovereign driver-assist tech that runs locally on hardware you actually own. We dig into open-source ADAS, resisting the subscription and cloud-control model, how comma stayed sustainable without obtaining billions from VCs, and the real impact of modern AI on software development and robotics. We also get into the nerdy details of training self-driving models using a generative video simulator built from real-world driving data. Chapters (00:00:00) - Intro and why comma matters (00:05:28) - Sovereign tech and DRM (00:08:38) - Open-source ADAS and user control (00:10:27) - You'll own nothing and be happy (00:12:39) - AI, privacy and open source (00:16:31) - Harald's path into comma(.)ai (00:21:27) - Car support and installs (00:24:39) - Sustainable business vs VC (00:34:01) - LLMs, coding and debt (00:43:40) - Generative simulators for driving (00:58:56) - In-person hardware engineering teams (01:24:45) - Regulation and walled gardens (01:30:26) - Final thoughts and how to try comma(.)ai Guest Links Harald on X (Link: https://x.com/___Harald___) comma on X (Link: https://x.com/comma_ai) comma's Website (Link: https://comma.ai/) Affiliate Links Become sovereign, hold your keys, be censorship resistant with the Bitbox hardware wallet. Get 5% off everything in the store with code GUY (Link: https://bitbox.swiss/) Get 10% off the best Bitcoin board game in the world, HODLUP! Or any of the other great games from The Free Market Kids! Use code GUY10 at checkout for 10% off your cart! (Link: https://www.freemarketkids.com/collections/games-1) Host Links ⁠⁠Guy on Nostr ⁠(Link: http://tinyurl.com/2xc96ney) ⁠Guy on X ⁠(Link: https://twitter.com/theguyswann) Guy on Instagram (Link: https://www.instagram.com/theguyswann) Guy on TikTok (Link: https://www.tiktok.com/@theguyswann) Guy's Takes on YouTube (Link: https://www.youtube.com/@GuysTake) Guy Swann on YouTube (Link: https://www.youtube.com/@theguyswann) ⁠Bitcoin Audible on X⁠ (Link: https://twitter.com/BitcoinAudible) The Guy Swann Network Broadcast Room on Keet (Link: https://tinyurl.com/3na6v839)

An anti-MEV activist spent weeks building 66 fake contracts to trap the sandwich bot jaredfromsubway.eth. Then jared's operators did the one thing nobody expected. ======================================================== Thank you to our sponsors! Cape: Your biggest crypto vulnerability isn't your wallet, it's your phone number. Cape is America's privacy-first mobile carrier that rotates your SIM identity daily and blocks SIM swaps before they happen. Get 33% off your first six months at https://cape.co/unchained (use code: UNCHAINED). ======================================================== A new R&D lab called Ethlabs has split from the Ethereum Foundation, backed by Bitmine and Joe Lubin. Its first stated goal is solving a '15 minute finality problem' that none of the hosts can quite explain the point of. Kain Warwick, Taylor Monahan, and Luca Netz ask whether a breakaway staffed largely by ex-EF people can really escape the EF's habits, or just rebuild a smaller version of them.  Then the conversation turns to fomo's $75M raise from non-crypto VCs, and why a trading app that never calls itself a wallet may have cracked the onboarding flow the rest of crypto keeps getting wrong. The hosts also trace a CryptoPunks judge ordering a self-represented plaintiff to handwrite filings to stop the AI slop, the anti-MEV activist who trapped sandwich bot jaredfromsubway.eth with 66 fake contracts, and the WSJ's claim that Polymarket paid creators to stage fake winning bets. Hosts: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Kain Warwick⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Founder of Infinex and Synthetix ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Taylor Monahan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Security Expert ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Luca Netz⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, CEO of Pudgy Penguins Timestamps

Brandon Sedloff sits down with Mike Boggs of Revelation Partners and Justin Burden of Industry Ventures at the Venture Secondaries Summit to explore how venture secondaries have evolved from a tool for distressed sellers into an institutional liquidity engine for private markets. The conversation examines the specialist approach required to succeed in this opaque, relationship-driven market where transactions happen by appointment rather than on open exchanges. They discuss: - Why venture secondaries function as a third liquidity option beyond IPOs and M&A, particularly in healthcare where billion-dollar outcomes are considered large - How secondary buyers navigate competition from insider investors by serving as arm's-length pricing partners for founder share sales - The structural liquidity problem created by over $800 billion in unrealized healthcare value and trillions locked in tech, with secondary funds positioned to address this overhang - Why specialization in specific sectors or deal types is becoming essential as commoditization pressures generalist secondary funds - How the flight to quality means focusing capital on late-stage, proven companies rather than indexing across venture portfolios This episode offers private markets investors and operators a practical view of how venture secondaries create value in an environment where companies stay private longer and traditional exit paths remain constrained. Topics: (00:00:00) - Intro (00:00:29) - Guest introductions and firm backgrounds (00:04:47) - Evolution of venture secondaries as liquidity (00:07:20) - What happens if IPOs and M&A return (00:11:28) - Specialists versus generalists in secondaries (00:13:04) - Secondaries as asset class or strategy (00:17:07) - Overcoming discount buyer perceptions (00:19:47) - Building conviction and underwriting (00:22:58) - Navigating competition from top VCs (00:25:32) - Educating the market on secondary options (00:29:52) - Liquidity challenges for the messy middle (00:33:17) - Transfer rights and insider preferences (00:38:22) - LP secondaries market maturation concerns (00:40:15) - Outlooks on the next 5 to 10 years (00:44:04) - What could stop the growth trajectory (00:47:42) - Competition and differentiation challenges (00:50:49) - Closing Links: Mike Boggs on LinkedIn - https://www.linkedin.com/in/michael-boggs-7921343/ Justin Burden on LinkedIn - https://www.linkedin.com/in/justin-burden-46120a/ Brandon Sedloff on LinkedIn - https://www.linkedin.com/in/brandonsedloff/ Revelation Partners - https://revelation-partners.com/ Industry Ventures - https://www.industryventures.com/ Juniper Square - https://www.junipersquare.com/

Cloudflare CEO and co-founder Matthew Prince joins Matt Turck for a wide-ranging and fascinating conversation about what happens when the Internet is no longer mostly used by humans, but by bots, AI agents and machines. Matthew explains why Cloudflare now sees automated traffic overtaking human traffic online, why agents could create a massive explosion in Internet traffic, and why the old web business model built around clicks, ads, and pageviews may be breaking. We also go deep on what Cloudflare actually does, how it built one of the world's most important Internet networks, why products like Workers, AI Gateway, edge inference, Durable Objects, sandboxes, and agent security matter, and how Cloudflare is reorganizing itself for the AI era. Along the way, Matthew shares wild Cloudflare origin stories involving hacker kids, human rights groups, cricket in Pakistan, root servers, Eurovision, JPMorgan, and the strange paths that led Cloudflare from scrappy startup to critical Internet infrastructure.(00:00) — Cold open(00:34) — Intro(01:27) — The moment bots passed humans online(04:05) — "Agent," "bot," "crawler" — what they really mean(05:28) — Why your AI agent visits 5,000 sites to do one thing(06:27) — The internet's business model is breaking(06:52) — What happens to "brands" when machines do the buying(08:11) — What Cloudflare actually does, explained simply(10:29) — Hackers, human rights groups & an accidental product-market fit(13:37) — Building a global network (and the Telecom Pakistan cricket story)(21:10) — One hacker, from Turkish escort sites to Eurovision to JP Morgan(30:54) — Fundraising, VCs & an unlikely founding team(37:06) — How Cloudflare became an AI infrastructure company(40:24) — Cloudflare Workers and why the edge wins for inference(44:30) — AI Gateway: auditing, guardrails & runaway costs(47:05) — Why agents need a new kind of compute(52:13) — A "Log4j every week": security in the agentic era(56:03) — Inside Cloudflare: 241 billion tokens and "Cloudflare OS"(01:05:02) — Builders, sellers — and "measurers"(01:06:30) — The decision Matthew thinks every company will face(01:11:09) — What to do if AI is coming for your job(01:13:56) — Content Independence Day & the new economics of the web(01:18:27) — Pay-per-crawl, micropayments & out-scaling Visa(01:20:20) — A better internet: Spotify, local news & "holes in the cheese"

Micron just delivered one of the most important earnings reports of the AI era.The company reported record fiscal Q3 results and issued a blowout forecast for the next quarter, sending the stock sharply higher.But the real story wasn't the earnings beat.It was management's commentary that memory shortages could persist beyond 2027 as AI demand continues to outstrip supply.In this episode, we break down what Micron's latest earnings tell us about the broader AI infrastructure buildout — and why the implications extend far beyond a single semiconductor company.⭐ Sponsored by Podcast10x - Podcasting agency for VCs - https://podcast10x.comKey topics we explore:– Why Micron's results are a critical signal for the entire AI ecosystem– How memory has become one of the biggest bottlenecks in AI infrastructure– Why HBM demand is exploding alongside AI training and inference– What persistent memory shortages could mean for the industry– Why the AI investment theme may be broader than just Nvidia– Whether current margins and valuations are sustainable– The biggest risks investors should be watchingThe bigger question:Are Micron's results evidence that AI is entering a multi-year infrastructure supercycle?Or are investors extrapolating today's shortages and demand too far into the future?For investors, Micron's earnings may be one of the clearest indicators yet of how strong underlying AI demand remains — and where the next opportunities in the AI stack may emerge.LINKSPrashant Choubey - ⁠https://www.linkedin.com/in/choubeysahab⁠Subscribe to VC10X newsletter - ⁠https://vc10x.beehiiv.com⁠Subscribe on YouTube - ⁠https://youtube.com/@VC10X⁠Subscribe on Apple Podcasts - ⁠https://podcasts.apple.com/us/podcast/vc10x-investing-venture-capital-asset-management-private/id1632806986⁠Subscribe on Spotify - ⁠https://open.spotify.com/show/7F7KEhXNhTx1bKTBFgzv3k?si=WgQ4ozMiQJ-6nowj6wBgqQ⁠VC10X website - ⁠https://vc10x.com⁠For sponsorship queries reach out to prashantchoubey3@gmail.comThis channel is for asset managers, allocators, and investors who want analysis that holds up — not headlines dressed as insight.Subscribe for weekly data-driven breakdowns of the forces reshaping capital markets.#Micron #MU #AI #ArtificialIntelligence #Semiconductors #Nvidia #HBM #Datacenter #Investing #Stocks #TechStocks #VC10X #OpenAI #Anthropic #Google #Microsoft #WallStreet #Finance #VentureCapital #Markets

Dušan Stojanović, founding partner of True Global Ventures, joins Jeremy Au to map where money is heading as stablecoins and AI agents collide. He traces his path from building one of the first internet banks in France to becoming Europe's Angel of the Year, then breaks down the news that matters now: the Hong Kong stablecoin license won by Anchorpoint, the Standard Chartered, HKT, and Animoca Brands venture. The conversation goes deep on why payments are the first real use case for the agentic AI economy, why a human still needs to stay in the loop, and his bet that agent-to-agent transactions could outgrow the human economy far sooner than most expect. He also explains why he believes money itself becomes a commodity within a decade, and how that forces venture capital to compete on network and AI support rather than capital alone. For founders, VCs, and operators across Singapore, Indonesia, Vietnam, the Philippines, Thailand, and Malaysia, this is a practical look at the rails the region's next wave of fintech and cross-border trade will run on. Singapore and Hong Kong sit at the center of the regulated stablecoin story, and the trade-finance flows Dušan describes are exactly the corridors Southeast Asian businesses depend on. If you are building in payments, crypto, or AI, or deciding how to fund and scale in an agent-driven market, this episode is for you. Watch, listen or read the full insight at https://www.bravesea.com/blog/ai-and-stablecoins  BRAVE is Southeast Asia's leading tech podcast, hosted by Jeremy Au. Honest conversations with the region's top founders, investors, and operators on building startups in Southeast Asia. New episodes every week. Subscribe so you never miss one. Listen & Subscribe YouTube (English), YouTube (Bahasa Indonesia), Spotify (English), Spotify (Bahasa Indonesia), Spotify (Chinese), Spotify (Vietnamese), Apple Podcasts Follow BRAVE LinkedIn, X (Twitter), Instagram, TikTok, WhatsApp Follow Jeremy Au LinkedIn, X / Twitter, Instagram, TikTok, Facebook, Threads, Twitch Resources Get transcripts, startup resources & community discussions at www.bravesea.com #Singapore #HongKong #Crypto #Stablecoins #AIAgents #AgenticAI #VentureCapital #Fintech #SoutheastAsiaTech #StartupFunding #AIpayments #Podcast 00:00 - In 10 years, money becomes a commodity 01:38 - From internet banking to angel investing 05:18 - Where great VCs actually add value 09:37 - Saving struggling startups with no team 13:06 - Inside Animoca's Hong Kong stablecoin license 16:48 - Why payments lead the agentic AI economy 22:19 - Will agents transact more than humans? 24:14 - AI coding, OpenClaw, and the productivity shift 27:46 - How venture capital must change 34:13 - Vision vs execution, a brave story

Why did global VCs invest $60M into India's most operationally heavy marketplace problem?The early bet was undoubtedly on the founder, Anjali Sardana.A 23 year old biology graduate from Georgetown University who is today the solo founder of Pronto. The company founded on 2nd April 2024 is at a $200 Million valuation, just a year later and they are growing at god-speed. What began in a single hub in Sector 56, Gurgaon is today 22,000 bookings a day, 5,000+ professionals, and operations across India's biggest cities.But Pronto was never just about convenience. It was built on a belief that India's home services market is broken not just for customers, but even more so for workers. No income stability. No safety net. No formal identity in the system. Not many individual investors write a $20M cheque. Lachy Groom did, alongside General Catalyst and Gladebrook. One year in, Pronto's growth explains the conviction. This episode is the story of the chaos, the urgency and the belief behind one of India's fastest moving startups.00:00 — Trailer01:32 — What is Pronto?03:16 — Hiring the first 30 pros in a single day06:13 — Delivering uniforms in 48 hours08:02 — Hustling to make the first payroll09:23 — The first home office11:28 — Why the customer app is only a nice-to-have17:18 — How pros are trained21:11 — How Gurgaon, Mumbai & Bangalore behave differently29:17 — TAM expands based on ease of access34:58 — Mission is bringing dignity to formal labour42:27 — Pronto's 30-year vision42:48 — How US investors see Indian startups44:37 — How a ₹400 headhunter brought the first hire47:05 — Final round interview for Pronto's chief of staff49:29 — How Anjali hires missionaries54:31 — One thing Anjali would always do as founder58:29 — One thing she's most proud of59:29 — One value Pronto would never compromise on1:01:44 — A company with urgency as core value1:03:55 — What needs to change in India for Pronto to succeed?1:05:18 — How to build a win-win-win business1:07:40 — Why was this problem not solved yet?1:09:02 — If Pronto fails, what would be the reason?1:10:05 — How Anjali spends a day as a solo founder1:15:30 — One lesson learned the hard way-------------India's talent has built the world's tech—now it's time to lead it.This mission goes beyond startups. It's about shifting the center of gravity in global tech to include the brilliance rising from India.What is Neon Fund?We invest in seed and early-stage founders from India and the diaspora building world-class Enterprise AI companies. We bring capital, conviction, and a community that's done it before.Subscribe for real founder stories, investor perspectives, economist breakdowns, and a behind-the-scenes look at how we're doing it all at Neon.-------------Check us out on:Website: https://neon.fund/Instagram: https://www.instagram.com/theneonshoww/LinkedIn: https://www.linkedin.com/company/neon-fund/X: https://x.com/TheNeonShowwConnect with Nansi on:LinkedIn: https://in.linkedin.com/in/nansi-mishraX: https://x.com/nansi_mishra-------------This video is for informational purposes only. The views expressed are those of the individuals quoted and do not constitute professional advice.Send us Fan Mail

What does managing $600 billion teach you about risk that most investors never learn?Jeffrey Blazek, Co-CIO of Multi-Asset at Neuberger Berman, joins Prashant on VC10X to challenge the assumptions that have quietly shaped — and quietly undermined — institutional portfolios for a generation. From the macro shift that is more permanently broken than rates or geopolitics, to the asset class generating 10 to 15 percent returns with zero correlation to equities, to whether AI is the internet bubble all over again — this is one of the most substantive allocator conversations we have had on the show.⭐ Sponsored by Podcast10x - Podcasting agency for VCs - https://podcast10x.comIn this episode:— Why deglobalization is the one macro assumption that will not reverse— The difference between short-term volatility risk and the purchasing power risk that actually destroys portfolios— Why bonds have failed as a diversifier and what replaces them— Catastrophe bonds: the non-consensus case for an asset class most institutions will not touch— The $1B to $10B institutional sweet spot and why scale is not always an advantage— AI investment: real conviction, real concentration risk, and the winner-take-most bear case— What the private markets miscalibration of the last decade means for LP portfolios today— The off-script manager due diligence technique that separates process from performance— Career risk as the hidden driver of institutional conservatism— Where rates are headed and why the old fixed income playbook is goneJeffrey Blazek is Co-CIO of Multi-Asset at Neuberger Berman, a $600B global asset management firm with over 700 investment professionals across 30+ offices worldwide.Links:Neuberger - https://www.nb.com/Jeffrey on LinkedIn: https://www.linkedin.com/in/jeffrey-blazek-cfa-a0a57212Connect with Prashant: https://linkedin.com/in/choubeysahabSubscribe to VC10X newsletter - ⁠https://vc10x.beehiiv.com⁠Subscribe on YouTube - ⁠https://youtube.com/@VC10X ⁠Subscribe on Apple Podcasts - ⁠https://podcasts.apple.com/us/podcast/vc10x-investing-venture-capital-asset-management-private/id1632806986⁠Subscribe on Spotify - ⁠https://open.spotify.com/show/7F7KEhXNhTx1bKTBFgzv3k?si=WgQ4ozMiQJ-6nowj6wBgqQ⁠VC10X website - ⁠https://vc10x.comTimestamps:(00:00) - Preview(01:39) - Introduction to Jeffrey Blazek(03:16) - Which Macro Assumptions Are Permanently Broken Today?(05:03) - Key Drivers of Long-Term Returns Most Investors Underestimate(06:24) - Coaching Clients to Embrace Appropriate Equity Exposure(07:55) - What Real Diversification Looks Like in Practice(09:51) - How Portfolio Construction Changes as Institutions Scale(11:55) - Should Investors Change Their Approach to Equity Markets Now?(13:31) - Evaluating a New Asset Class for Permanent Allocation(15:16) - AI: A Genuine Secular Shift or a Narrative-Driven Boom?(17:26) - The Bear Case for AI: Commoditization and Concentration Risk(19:30) - Uncovering a Non-Consensus Asset Class: Catastrophe Bonds(21:09) - Common Mistakes LPs Make in Private Market Allocations(22:58) - The Key to Effective Investment Manager Selection(24:25) - Analyzing Past Portfolio Mistakes: Errors of Analysis vs. Behavior(26:24) - The Gap Between Institutional Goals and Portfolio Realities(27:38) - What Drives Over-Conservatism in Institutional Investing?(29:15) - How Investment Needs Differ Across Institutions (Hospitals vs. Endowments)(31:38) - Advising Family Capital: Avoiding Common Mistakes(33:43) - Career Lessons Learned from Navigating Market Crises(36:01) - The Most Misunderstood Risk of the 2020s(37:22) - Is the AI Boom a Repeat of the Dot-Com Bubble?(38:15) - The Three Most Important Bets for the Next Decade(40:00) - Outlook on the Future Interest Rate Environment(41:19) - Where to Find Jeffrey Blazek and Neuberger Berman

El episodio 119 llegó con historia, escándalo y datos que no te podés perder.Arrancamos con el hito más grande del momento: Elon Musk se convirtió en el primer trillonario de la historia. SpaceX salió pública a 2.3 trillones de dólares y lo puso en una categoría donde nadie más existe. Lucas lo dijo mejor que nadie: él está más cerca de Larry Page que Larry Page de Elon. Un número que no tiene sentido hasta que lo escuchás.Después hablamos de por qué SpaceX no es solo una empresa espacial. Es la única compañía verticalmente integrada de principio a fin para la era AI: tiene datos, centros de cómputo, energía solar, telecomunicaciones satelitales y exploración espacial bajo el mismo techo. El bull case es simple y brutal.Luego viene el escándalo de la semana. El fundador de Cloudflare contó públicamente que Vinod Khosla, uno de los VCs más respetados del mundo, intentó convencerlo de echar a sus co-founders a cambio de quedarse con todo el equity. Y cuando lo negó, publicó el term sheet como prueba. Una historia que debería leer todo founder antes de levantar su primera ronda.También hablamos de un caso cercano que sirve de advertencia real: un co-founder que quiso salirse de una startup que no funcionaba y recibió amenazas legales de sus socios y los VCs para que perdiera su vesting. La lección es clara — antes de arrancar una compañía, hay que tener las conversaciones incómodas.En el frente de IPOs, Anthropic y OpenAI hicieron sus filings privados casi al mismo tiempo y están obligando a los banqueros a elegir bando. Lucas se queda con Anthropic. Cristóbal también, aunque reconoce que la flexibilidad moral de Sam Altman en el mundo de Trump puede ser una ventaja.Después analizamos a Bending Spoons, los italianos que compraron Evernote, Vimeo y WeTransfer entre otros, y los están exprimiendo con AI desde Milano a una fracción del costo americano. Un modelo de negocio que muchos subestiman y que ya factura más de un billón de dólares al año.Cerramos con tres temas que tocan directamente la vida cotidiana. AI destruyó el modelo de las grandes consultoras — Accenture cayó 18% en un solo día y los puestos entry-level están desapareciendo, lo que pone en jaque el ROI del MBA. Los smartphones y la caída global de la natalidad tienen una correlación que empieza a asustarnos a todos. Y los propios CEOs de las redes sociales no le dan pantallas a sus hijos, que es la señal más honesta que existe sobre lo que realmente piensan de sus productos.

Can you build a robot the same way you vibe code software? Not even close.In this episode of KP Unpacked, KP Reddy and Nick sit down with Guy German, CEO of Okibo, to unpack why programming motion control got 10x easier but building robots still requires years of field testing. Guy breaks down the three requirements for general-purpose construction robots: physical capability (reach, payload, battery life), tool flexibility (spray guns, rollers, power tools, dust collectors), and intelligence (real-time perception, work plan generation). Humanoids fail all three for construction. Chinese robots require pre-fitted BIM data that doesn't exist in reality. Okibo deploys on messy job sites with no prep, no perfect drawings, just LiDAR and situational awareness.The conversation moves from why construction has the highest suicide rate (cognitive overload plus physical toll) to why workers retire with permanent damage after 30 years (carpal syndrome, can't bend arms from overhead work). Guy shares a story: a veteran worked with Okibo robots for one week during a pilot. When it ended, he begged to keep the robot. His health improved that much. The insight? This isn't about productivity. It's about safety and empathy to the worker. Then they tackle why VCs forgot the venture part of venture capital. If you're showing a hardware prototype and the VC asks about traction, leave the meeting. They've disqualified themselves.Key questions answered:Can you vibe code a robot the same way you vibe code software?What are the three requirements for general-purpose construction robots?Why do humanoids fail all three requirements for construction work?How is the Chinese construction robotics approach different from Okibo's?Why does construction have the highest suicide rate of any industry?What happens to workers' bodies after 30 years of overhead drywall work?Why did a veteran beg to keep the Okibo robot after a one-week pilot?What's Okibo's data advantage from deploying across 3M square feet?Why is skilled labor shortage real (and getting worse)?What should you do if a VC asks for traction on a hardware prototype?Why is the capital stack the biggest impediment to construction robotics?Is physical AI the biggest technology wave of our lifetime?If you're building hardware and getting asked about traction, wondering whether robots can work without perfect BIM models, or trying to understand why safety and worker empathy matter more than productivity metrics, this episode will show you why the physical world is messier than code, and why that's exactly where the opportunity lives.Listen now.

How Angels Are Different From VCs Hello, this is Hall T. Martin with the Startup Funding Espresso -- your daily shot of startup funding and investing. Both angels and venture capitalists invest in early-stage companies. Here are the key differences between the two: Angels invest their own money while VCs invest other people's money. This makes the angel investor more risk-averse, while the VC often takes bigger risks. Most angels hold down a day job while most VCs are full-time in that role. Angels don't get paid to invest while VCs charge a management fee on the funds they deploy. Angels typically invest small amounts on their own unless they gather into groups and make a joint investment. VCs employ larger sums of money because they collected funds from many Limited Partners during their own fundraise. Most VCs lead the round if there isn't one, while most angel investors join party rounds rather than lead the deal, as it takes a great amount of time. Angel groups can bring some of the angel investors closer to some of the benefits of the venture capitalist. In pitching angels and VCs, keep these points in mind. Thank you for joining us for the Startup Funding Espresso where we help startups and investors connect for funding. Let's go startup something today. _________________________________________________________ For more episodes from Investor Connect, please visit the site at: http://investorconnect.org Check out our other podcasts here: https://investorconnect.org/ For Investors check out: https://tencapital.group/investor-landing/ For Startups check out: https://tencapital.group/company-landing/ For eGuides check out: https://tencapital.group/education/ For upcoming Events, check out https://tencapital.group/events/ For Feedback please contact info@tencapital.group Please follow, share, and leave a review. Music courtesy of Bensound.

This week, we discuss the Fable ban, SpaceX's $60B Cursor buy, and why Lovable wins when AI picks your stack. Plus, Europeans are at the World Cup and already drank Boston dry. Watch the YouTube Live Recording of Episode 577 Runner-up Titles Waited out the storm Maybe we should build some castles or something Years of lawsuits ahead of us The ultimate dream AI SEO I hope you're paid by the hour Always be monitoring to me Rundown Anthropic How Amazon and the White House ended Anthropic's Fable Statement on the US government directive to suspend access to Fable 5 and Mythos 5 Dario Amodei — Policy on the AI Exponential Cursor Live Updates: Elon Musk Becomes World's First Trillionaire as SpaceX Starts Trading SpaceX to acquire Cursor for $60B in stock, days after blockbuster IPO Vibe Coding Lovable says it has hit $500M in annualized revenue, with 1 million new projects a week Vibe-coding phenomenon lifts AI startup Supabase to $10.5 billion valuation Database startup Supabase raises $500 million $10.5 billion valuation curl summer of bliss Relevant to your Interests Grep this: Microsoft grafts (most) Linux commands onto Windows apple/container The Virtual OS Museum YouTube has eclipsed Netflix in viewership via (@lucas_shaw) OpenAI to acquire Ona Keycap Quarry – Artisan Keycaps for Mechanical Keyboards Mark Zuckerberg Orders His Employees to Start Having Fun Again Why is Meta destroying its engineering organization? VCs behaving badly Databricks Agrees to Acquire Panther Sponsors Sentry - Quit Buggin': use code sdt26 for $100 in credit for new customers Nonsense The AI coding agent that runs on stolen Chipotle compute Minesweeper 3D No Guess – Free 3D Browser Game | Logic Solver Fly around the world (Experimental) | Google Earth | Google for Developers Commodore's newest gadget is a flip phone that blocks social media and browsers Conferences WeAreDevelopers Europe, July 8-10, 2026 Berlin, Coté speaking. DevOpsDays Graz, Sept 4-5, 2026 Cloud Foundry Summit, Sept. 21st to 22nd, Germany. DevOpsDays Rockies, Sept. 22 – 23, 2026, Discount Code: 26DODSWEDEFTALK WeAreDevelopers NA, Sept 23-25, 2026, Discount Code: DEVPOD26 25 Free Tickets DevOpsDays Dallas, Sept 28-29, 2026 DevOpsDays Vilnius, Sep 30 - Oct 1, 2006 DevOpsDays Istanbul, Oct 24th, 2026, Coté keynoting. VMware User Group, Orlando, Oct 20-22, 2026 SDT News & Community Join our Slack community Email the show: questions@softwaredefinedtalk.com Free stickers: Email your address to stickers@softwaredefinedtalk.com Follow us on social media: Twitter, Threads, Mastodon, LinkedIn, BlueSky Watch us on: Twitch, YouTube, Instagram, TikTok Book offer: Use code SDT for $20 off "Digital WTF" by Coté Sponsor the show Sponsor more podcasts with Failover Media Recommendations Brandon: Digital ID Matt: Murderbot Diaries: Platform Decay Coté: WordPress.com. Tetilla cheese from the Camino de Santiago.

Last 4 days before regular tickets sell out at AI Engineer World's Fair - this is the single biggest gathering of AI Engineers, Founders, Leaders, and Researchers in the world. Attendees get >$5000 worth of sponsor credits and talk tracks are looking FANTASTIC. Join us!The AI scaling debate always focuses on the question of “how do we get more GPUs?” but the better question may be: how do we make the most of ones we already have.The fact that a frontier lab like xAI could be running at sub-10% MFU (Model FLOPs Utilization) is just a hint at what the real problem may be.For context, older frontier-scale training runs were already much higher than 10%. GPT-3 was around 21% MFU. Gopher was around 32%. Megatron-Turing NLG was around 30%. PaLM reached around 46%. And our guest Anjney says best-in-class MFU today is closer to 60–70%.It's not necessarily that xAI is uniquely incompetent (it's clear they have talented folks) but rather the priorities may be flipped in the GPU arms race.While GPU access is a bottleneck, simply increasing CapEx won't automatically translate to better models as frontier AI is increasingly a systems problem: scheduling, utilization, networking, kernels, frameworks, data pipelines, parallelism, cluster reliability, and the thousand small decisions that determine whether your theoretical FLOPs become real training progress.From building Discord's developer platform and backing frontier AI companies like Anthropic, Mistral, Black Forest Labs, and Periodic Labs to now building AMP's independent compute grid, Anjney Midha has spent years close to the real bottlenecks of AI scaling. In this episode, Anjney joins swyx at Periodic Labs to unpack why the AI race is not just about buying more GPUs, why 95% utilization would have been considered an outage at Google, and why the next era of AI infrastructure has to be more aligned, more efficient, and more responsible.We go deep on AMP's vision for a compute grid that makes FLOPs flow like megawatts, the difference between full-stack AI labs and horizontal pooling, why AI data centers need community buy-in, and how compute markets could evolve into something closer to an independent system operator. Anjney also explains why DeepMind's unpublished research points to a market failure, why end-of-life prediction remains one of the most important AI applications he has thought about for fourteen years, and why “output maxing” may become a new discipline for frontier systems.We also discuss Anthropic's culture, why “luck favors the prepared mind” in coding models, how Claude cracked coding, why too much capital too early can make AI labs fragile, what Periodic Labs is trying to do with science and superconductors, why great researchers can become great CEOs, and why Silicon Valley is both deeply missionary and deeply mercenary.We discuss:* Why 95% utilization was considered an outage at Google* Why AI infrastructure waste compounds at frontier-lab scale* Why “move fast and break things” does not work for AI data centers* How data center backlash, power grids, and community incentives shape AI scaling* AMP's vision for making FLOPs flow like megawatts* Why compute needs an independent system operator* How interruptible demand and dynamic prioritization worked inside Google* Why DeepMind research hoarding creates negative externalities* AMP's 1.2GW base-load ambition and the need for 6GW of spike capacity* Why end-of-life prediction could become one of AI's most important healthcare applications* Frontier Systems, output maxing, and full-stack alignment* Why APIs and abstraction layers become lossy as organizations scale* Superconductors, standards, and the dream of lossless systems* SF Compute, open protocols, and the future of compute marketplaces* Why non-NVIDIA chips can still benefit from NVIDIA's reference architecture* Trust boundaries and why chip startups need visibility into future model architectures* Why VCs often underestimate researchers as CEOs* Scientists as star athletes of the mind* Why great CEOs need to be confrontational up and down the stack* Why leading the frontier matters more than “winning”* How Anthropic cracked coding* Why culture is fragile, not a permanent moat* Why hardship was a feature, not a bug, for Anthropic* Why Anthropic's P0 was coding from day one* Periodic Labs, physics as the constraint, and technical reality* Silicon Valley mercenaries, missionary teams, and what happens after a breakthroughAnjney Midha* LinkedIn: https://www.linkedin.com/in/anjney* X: https://x.com/AnjneyMidhaAMP PBC* Website: https://amppublic.com/* X: https://x.com/amppublicTimestamps00:00:00 Introduction00:00:09 Why AI Compute Is Being Wasted00:03:17 Responsible Infrastructure and Data Center Backlash00:06:07 AMP Grid: Making FLOPs Flow Like Megawatts00:12:41 Foundry, Frontier Labs, and Research Hoarding00:14:42 Gigawatt-Scale Compute and End-of-Life Prediction00:24:08 Frontier Systems, Output Maxing, and Alignment00:27:38 Compute Markets, SF Compute, and Non-NVIDIA Chips00:32:57 Trust Boundaries, Co-Design, and Researcher CEOs00:38:17 AI Coachella and First-Principles Thinking00:42:43 Leading vs Winning in Frontier AI00:45:54 How Anthropic Cracked Coding00:48:25 Culture, Hardship, and Anthropic's P000:54:03 Periodic Labs, Physics, and Silicon Valley Mercenaries00:56:26 Rishi Valley, Singapore, and Money as a Measure00:58:47 Closing ThoughtsTranscriptIntroduction: Anjney Midha, AMP, and Compute WasteSwyx [00:00:00]: We're in Periodic Labs with Anjney Midha, CEO, founder of AMP. Welcome.Compute Utilization: Node Allocation, MFU, and AlignmentAnjney [00:00:09]: Thanks for having me. At Google, there are two types of utilization usually, right? That you're measuring in these clusters. One is node allocation, and then the other's MFU. Node utilization is usually like what percentage of cards in the data center are just, used, and that, if it's not at, 95%-Swyx [00:00:29]: There is no excuseAnjney [00:00:29]: There's no excuse, right? I think 95% at Google, which is where my co-founder, Seb, came from, he built the Borg, PBorg/GQM scheduler at Google, and there I think 95% was considered an outage, so 96% node utilization is, should be standard. And most single-tenant clusters are not running at that. So that's one. And then MFU should be, I would say the best in class today is somewhere between 60 and 70%. I think this is a leadership question, right? Fundamentally it's an alignment question, which is are the people who are funding the cluster and then deploying the cluster actually aligned? And sometimes theoretically they are, but in practice the number of people in the chain, the supply chain between, the capital and all the way to whoever's managing the cluster and then whoever's measuring what the output is, are just so many, degrees of separation away that, the, The Have you ever heard the radian metaphor, which is at the beginning of an arc, if you have two arcs that are two lines that are just off by a few degrees, that-Swyx [00:01:33]: It spreads outAnjney [00:01:34]: It spreads out, right? Or at scale. And I think what's happening is a lot of cluster implementations and infrastructure, a lot of frontier labs and other teams, that's what's happening, is they're, they initialize the plan, which is kind of like North Star with a team that wants to do good, but then they're, required to scale so fast instead of iteratively that the wastage just compounds really fast at scale. And so I think we know the answer, which is just do iterative bring ups. If you spend time with people who've been in the semiconductor industry or the DSN industry for a long time, this is not new, and I don't think AI should be an excuse. Sure. Something What is new? Okay. We have a lot of new capabilities, but that doesn't mean just abandon common sense. Common sense should always be in fashion. ? AI scaling doesn't change the in fact, if anything, AI scaling should be putting a premium on the value of common sense and infrastructure because the margin of error now is so much lower and the costs of wastage are so much higher. And the cost of wastage, by the way, is not just economic. I'm, obviously I'm, I'm an investor, or I'm an investor by background. Over the last few years now we're running an AI infrastructure business called, AMP. And I think that it's okay to say this time is different on the capabilities front. We are genuinely getting capabilities at, of the, of a kind we haven't had before. That doesn't give you an excuse to say this time is different for everything, especially infrastructure. So look, I love the hacker mindset and the hustler mindset. Now, that's great for the startup mindset, but you remember this moment where Zuck went from saying, “Move fast, break things” to, move-Responsible Infrastructure and Data Center BacklashSwyx [00:03:10]: Fast and stable infrastructureAnjney [00:03:11]: Move fast with stable infrastructure. I think now we need to move fast with, responsible infrastructure. People are going to ask where the impact is. There was a really In our class yesterday, Scott Nolan, who's the founder of General Matter, came by at Stanford to speak about energy bottlenecks. And he had a phenomenal idea. He said, “if you look at the marginal unit economics of compute per hour,” he goes, “let's call it, $4 an hour. If you're having to bring up a new data center in a new community, why not just say we're going to charge 4.50 an hour, and that marginal impact or that marginal increase, we just literally take that and give it to the local community as cash?” I can tell you as a customer of that compute, I would love that. I'd be happy to pay an additional 50 cents per hour at scale.Swyx [00:03:57]: Wow. Yeah.Anjney [00:03:58]: Because if that means the public benefit is so clear to the communities that the data centers are coming up in, I'm going to feel like that compute is much more reliable. Up to 20% of all data centers this year in the US, my understanding is are at risk.Swyx [00:04:13]: Of community backlash?Anjney [00:04:14]: Correct. Of not getting the community support they need to get brought up.Swyx [00:04:19]: Wow. That's a huge number.Anjney [00:04:20]: Yeah. Now, we, I think we should dig into what that number is. I think it's a little bit of overstated. These things can get over-reported, but it-Swyx [00:04:27]: They don't just care about jobs. They care about all the other stuff around it, right? They care about power grid, they care about environments-Anjney [00:04:33]: Power grid, permitting, and so on. And imagine I think if you said there's a new AI deal. If we're bringing up a data center in your community, we're actually going to reduce the cost of your electricity bill. Okay, now we're talking. Right? The community's going, “Okay. Now this is a deal. I feel like a partner in this.” Right now that's not happening. There will be audits, there will be investigations, and when the, when the regulators come, I don't know when it's going to be, the folks who are moving fast and breaking things in the name of AI progress better be prepared. That's certainly not how we're procuring compute. Or we're, we're trying as much as we can to work with partners who have long-term track records. Many of whom, by the way, are not, AI providers. I think this whole idea of neoclouds being somehow this new category is a lot of marketing speak. There are really good, reliable, trusted data center providers in America who've been around 20 plus years. I love those folks. They know how to Sure. Are they sponsoring happy hours at NeurIPS? No. Are they legibly listed in Build? No. Are they hanging out in my, in, situational awareness parties? No. But they're adults. I trust them.Swyx [00:05:44]: They can run LAN. They can run power.Anjney [00:05:45]: They can run LAN, power, and shell. They have credit histories. We sit down, we have a conversations. Many of them live in Silicon Valley. They've, they've had to deal with the boom and bust cycles of the internet, and I love those folks. They are stable infrastructure partners and thinkers. And I think there's a lot of short-term thinking going on in the compute layer, and it's going to catch up to us. It's not going to be good.AMP Grid: Making FLOPs Flow Like MegawattsSwyx [00:06:07]: You talk about aligning incentives, and, I would think that aligning incentives means you have the full stack in one company, which is xAI and OpenAI, right? So you as a standalone infrastructure layer, why are you somehow more aligned to your portfolio companies than people who just own the whole thing?Anjney [00:06:28]: In systems design, right, there's, there's two regimes of, architecture, right? You have integration, and then you have pooling and utilization, right? So the Or rather, the way to increase utilization often is you can do systems integration where you collapse a lot of process into one node, or you can pull out a process from a node and share that amongst various That resource amongst several different nodes. And so we see the AMP grid, which is, the, what, the system we're building here, which is basically a compute grid. We're trying to do for compute what the electric grid-Swyx [00:07:02]: PowerAnjney [00:07:02]: Yeah, what the power grid did for electricity. It-- this is a pooling and utilization layer across clouds, And so we're actually the opposite of a full stack integration like approach.Swyx [00:07:12]: Super horizontal.Anjney [00:07:13]: Where it's much more horizontal and it's, it's multi-cloud, it's multi-silicon. The goal is to try to make FLOPs flow like megawatts, and that is very hard to do today for many reasons. There's stranded pools of compute all over the place and there's no fungibility. And so right now we do it at the level of scheduling, and we often do it at the economic layer. But as we start to announce what we're working on, it's extraordinary like how many folks are coming out of the woodworks and saying, “Hey, I'm actually working on a way to make compute fungible at this part of the stack and that part of the stack.” And as a grid, we'd like all of these folks to participate on the grid. There's, people often ask me, “Andra, are you a new cloud?” And I go, “No, actually neoclouds are suppliers.” sometimes they'll ask, “Are you a venture capital firm?” I go, “No, actually they are, they are demand like sort of off-takers of the grid.” We see ourselves as what's called an independent system operator. So if you study the history of the electric grid, once it became legible to a lot of factories and industrial sort of participants that, hey, actually it turns out pooling is a good idea. We should pool our generators instead of all having a generator running at half capacity in our backyard. There was a need for an independent entity who could coordinate all these parties. Transmission line, power generation, facilities, transmission lines, factories, and that neutral coordination mechanism is very critical. In order-- If you study like the history of grids, the most enduring ones were those that never owned their own assets. They were ones that had, or often started with long-term anchors who are uncorrelated sources of demand, a steel factory, a shoe mill or whatever in a particular town who weren't competitive, where the steel factory want to spike up at night, the shoe mill wanted to spike up during the day. So then you pool and you share, right? So each of you is guaranteed some base load, but then you kind of schedule your spikes to drive a peak utilization across the town. The gold standard, so to speak, historically, has been these utility companies like PJM Interconnect in the northeast of America, where they, over many years became this what's called an ISO, an independent system operator of the grid. So that's how we see ourselves. Economically, that's what we are. From a technical perspective, we started at the scheduling layer because Seb and Mihai, who, run engineering here, built that at-Swyx [00:09:28]: Did your schedulingAnjney [00:09:28]: They did that at Google. And, -Swyx [00:09:32]: And you have infra shops from Discord as well.Anjney [00:09:35]: I have some.Swyx [00:09:35]: I don't know, I don't know if Discord is like the primary identity, but what-whatever, I'm just kind of-Anjney [00:09:39]: No, D-Discord was-Swyx [00:09:40]: Choosing a well-known name.Anjney [00:09:42]: Well, I So I was running the developer platform there. The internal infrastructure I was not responsible for. That was actually a guy by the name of Mark Smith, who was extraordinary. And yes, Discord did pool So Discord is actually a counter example. I had the chance to learn a lot about fully, full stack infra there because-Swyx [00:09:56]: It's the same thing, yeahAnjney [00:09:57]: It's the, it's the other architecture which is, Discord built its own WebRTC vo-voice and video infra. So like Discord did not use-Swyx [00:10:08]: For the calls, yeah.Anjney [00:10:09]: Yeah, did not For communication, Discord did not use third party infra. It was all built in-house. And then the way you maximize utilization was you pool demand from the world's 200 million plus monthly active gamers, right? And so that's, that's how those stacks were constructed. Again, in systems design, the two concepts that keep coming up over and over again are abstraction and composition, right? And-Swyx [00:10:31]: Bundling and unbundlingAnjney [00:10:33]: Bundling and unbundling, abstraction, composition, like verticalization and-Swyx [00:10:36]: HorizontalAnjney [00:10:36]: Horizontalization. So in that sense, AMP is an independent system operator of the grid. We pool demand, we pool supply from a number of partners we trust At about 1.3 gigawatt scale over four years. And then we pool demand from some of the world's best, research labs and so on. We're sitting at one, periodic labs who need extraordinary long-term demand. And the idea is that, each of them is guaranteed base load on the grid, but they can spike up and down flexibly on, for compute, with much shorter timelines as needed. That was roughly the design of the program I came up with at a16z called Oxygen. The same-- That was the same design of the GQM, BorgX, Borg GQM implementation at Google that Mihai and Seb had built. Which was that how do you allow, teams inside of Google, on the internal infrastructure to be guaranteed capacity, for their base workloads? But when they need to spike up on research, how could they ensure that was sufficiently there? And of course, the big innovation that was not discovered, but kind of implemented in the space, this infra space maybe three, four years ago at Google was the idea of interruptible demand, right? Where you just queue up a bunch of jobs and through this like sort of credit system, there can be a bidding mechanism.Swyx [00:11:53]: Like priorities.Anjney [00:11:54]: It's a dynamic prioritization Basically. And jobs can get interrupted based on somebody else who's saying, “what? I have 10 tokens, 10 credits I want to spend on this job.” Another like team lead, research lead is “Genie 3 or whatever is only worth five, credits, and NanoBanana2 is worth 10 credits,” and so the NanoBanana job gets priority. That's a, that's a made up example.Swyx [00:12:15]: It's very real. Brain Marketplace was real. And, we've, we've covered this on the pod with David Luan, who was-Anjney [00:12:20]: Oh, great. OkaySwyx [00:12:20]: Was there. And the criticism is that, well, actually sometimes you need central command to go all in on a thing. And actually sometimes capitalism via credits doesn't work. Not, this is not a criticism of AMP. I'm just saying, this is a thing that has been tried, internally within Google, and it led to Google missing GPT.Foundry, Frontier Labs, and Research HoardingAnjney [00:12:41]: Like, we structured ourself essentially very similarly to Google. We are structured as a holdings company. So, Alphabet holdings is Alphabet holdings, and then they've got these subsidiaries called Google and-Swyx [00:12:51]: Other betsAnjney [00:12:52]: Other bets and so on. We've got, AMP holdings, and we've got our infrastructure business, and then we've got a capital business called Foundry that incubates new frontier AI labs or invests in them as venture capital, like Periodic. We put a few hundred million dollars into Anthropic from our fund earlier this year. So wherever we feel like teams are making progress, especially researchers and so on who've pushed the frontier inside of existing labs like DeepMind, I find, there comes a point where they feel misaligned with the dictatorship of Alphabet holdings. And at that point, sometimes the dictatorship doesn't want them anymore. And they're “Thank you. You've done your job here. You've kind of helped us through the zero to one phase, and for whatever reason, we're going to deprioritize your amazing, omni model or whatever it is, and instead we're going to prioritize coding.” And, I think that's a tragedy, but I get it. They're Sergey and team are running their own business there. But that doesn't mean we the rest of us should sit around waiting for that progress to get unlocked for the rest of the world and humanity. If you think about how much extraordinary research has happened inside of DeepMind over the last 10 years, I, Demis and Sergey and those guys did such a great job. But at the end of the day, so much of that has never seen the light of day?Swyx [00:14:00]: Or they're like papers only, but they never actually shipped it to production or-Anjney [00:14:03]: What's worse is the paper is actually not even being published anymore ‘cause there's a six-month embargo inside of DeepMind, right? We've heard about this where a paper comes out, and then I think there's a six-month embargo window where if anybody on the business team says, “This could be interesting” It's embargoed for life.Swyx [00:14:18]: Exactly. So the stuff that gets published is the stuff that's not good enough.Anjney [00:14:21]: There's an adverse selection problem, basically. Yeah. At this point-Swyx [00:14:25]: It's, it's a common complaint at NeurIPS, by the way, that's “Well, why would I look at the papers that are the trash of GDM?”Anjney [00:14:31]: Again, I think it's a tragedy. I get it. They're running their business, but the rest of the I think there's negative externalities of research being hoarded, and so that'there's a market failure. And somebody needs to unlock that research, and we can't do it on our own. We only have 1.2 gigawatts of compute. That's nothing. That's about $40 billion of cloud spend. We're going to need a lot-Gigawatt-Scale Compute and End-of-Life PredictionSwyx [00:14:51]: By the way, is that's a new number. I haven't, haven't come across that gigawatt number. That's huge.Anjney [00:14:56]: Yeah. And to be clear, we haven't secured all of it. That's how much demand we have started to secure. I think publicly we haven't actually confirmed how much we have for this year. In order-Swyx [00:15:04]: Where do you want to get to?Anjney [00:15:06]: I think the steady state would be that we have a base load pool Of 1.2 gigawatts at all times Of base load capacity. For spike capacity, right now my estimate is we need roughly six gigawatts over the next four years for all our teams to feel like they were able to keep moving the frontier, whatever they're working on, whether it's, like superconductor discovery over here. There's a new investment we're working on right now, which is in the end of life prediction space in healthcare. It's extraordinary how much you can, you can give this was actually my graduate school work. I went to grad school for bioinformatics at Stanford Med. And I know we-Swyx [00:15:40]: Econ, MCS, bio.Anjney [00:15:41]: So my-- I was this really weird cat where, I was never satisfied with my major options. So at one point I was an econ major, then I was a CS major, then I was a MCS major called mathematical computational science, and they decided they were going to end that major. So I took all that coursework, and I applied it to grad school, my graduate degree in bioinformatics, which was the master's program, and then I thought I was going to do a PhD. I never ended up doing it. I dropped out and went to work at Kleiner. But I was lucky enough to apprentice with this professor at, Stanford Med. His name is Nigam Shah, and he was working on end of life prediction. Stanford is one of the only research facilities in America that has a longitudinal patient data set that's larger at scale. I think it's at least 12 million patient lives. The only larger data set is at the VA, the Veterans Affairs, of America. And to do research, like do any deep learning and so on that data set, it was called the STRIDE data set at that time, you had to be a Stanford Med School affiliate, which is why I went and enrolled in the bioinformatics department. End of deep learning was early. Nigam Shah had the visibility-- the vision to see that, you could do end of life prediction to help palliative care. In America, the, over 30% of all Medicare, Medicaid spend, at least at that time, was spent on end of life care. And what's we grew up in Asia, so we all-- Yeah, at least I won't speak for you, but I have A very different relationship with death than I find folks who grew up in America do. In America, spiritually and culturally, especially in Western societies where Christianity, the Christian tradition sort of frames death as this terminal point, there's often a judgment day and so on. The way we view death is with a finality. In Indian culture, in Hindu culture, death is one-Swyx [00:17:35]: Also, he's Buddhist as well.Anjney [00:17:36]: You're Buddhist, yeah. So it's one, it's one step in a journey of many lives, right? And so, I grew up in this city called Chennai in the south of India, and when people die, you dance on the street. There's like a procession where your body is carried to be cremated and your family, like celebrates and there's drums and so on. It's this huge thing. And, It's because the idea is that you're going to be reincarnated. You've been liberated from the responsibilities of this life, and now you're onto your next. It's a new It's like going off to a new college or whatever, right? And so it was so alien to me when I got here as an undergrad- That the medical system works backwards from that assumption that we have to view death as this terminal thing and delay it, postpone it's a bad thing. And so at the time, clinical decision support in the United States was this very primitive field. Even to this day, physicians in the United States often will tell you when you have a terminal disease, this is your, we've diagnosed you, which is great. Our ability to diagnose you is extraordinary. You have somewhere between six months to six years to live. What do you do with that information? The error bars are so high that then you In times of uncertainty, we default to culture, and when the culture is let's-- this is a bad thing, I've got to prolong my life, then you start doing things like And just to, just sort of from a systems perspective, what's going on there is Physicians often feel like they need to provide such high error bars because there's always some uncertainty in end of life diagnosis, and if you provide the wrong Diagnosis or recommendation to your patient, you can be sued for medical malpractice. And then your license can be taken away. It can be catastrophic for your career. In contrast, if in countries where that's not the case, what you often observe is that patients, physicians are quite prescriptive with their recommendation. They say, “Hey, this is your condition. The literature says that you probably have this much time on Earth left. My expert opinion is that you are an outlier or whatever.” And they try to be more prescriptive, and that empowers a patient, right? ‘Cause then a patient can say, “I trust my doctor. They said on average, I have six months to live, but if I do these things, I may have a shot because of my particular predispositions or my genetic history or whatever.” And that empowers you to go about your life in a actually more scientific way than leaning on religion, culture, spirituality, and so on. In contrast, here, because of that medical malpractice sort of thing looming over your head, a physician never gives you a clear recommendation. So instead you say, “Okay, Doc, well, let's try it all.” And then you start a whole regime of drugs and therapies, and then you often spend weeks and weeks in the hospital, and that deteriorates your quality of life. And when that deteriorates your quality of life, you instead of spending your last few days doing the things you love with your family, you're spending it on a hospital bed. And that ends up being thirty percent of Medicare and Medicaid. So it's worse for the patients. The doctors feel terrible. The American taxpayer is paying a huge amount of money. And so this is why Nigam Shah, who was this professor at Stanford, said, “Anjney, if there's “ I kind of sat down with him. I was this young, I'd, I was twenty-one, and I was “I want to work on a big problem.” He's “The big problem is end of life care.” And so we tried to do deep learning to say, to-- So we started trying to run deep learning on these tried patient data sets to say, “Could you have an AI system make a recommendation that is orders of magnitude more precise about how much time you have left once you've been diagnosed with a terminal condition than a human?” And then if we can get that precision to be high enough, then you can empower the patient. And it turns out the tech works. Like it's-- Once you get the data set, like RL works. Honestly, even regression models work. You don't need to get that fancy. At the time, we were just trying, doing like very simple neural nets.Swyx [00:21:54]: Simple solutions, yeah.Anjney [00:21:54]: Today, what we can do with RL is extraordinary. The problem remains then and now is regulatory, because you actually can't shift the burden of the wrong clinical diagnoses from the physician to the AI system. And so at that time, I got quite disillusioned ten years ago for, twelve years ago where, ‘cause I felt I just didn't have the resources to influence regulation. Today, I'm very lucky. I'm in a different place. I've, I'm a lot older, and so I've been spending a lot of time on my next incubation, which is how can we unlock the, patient empowerment by training AI models to do end of life prediction much, with much more precision and ac-Swyx [00:22:37]: Oh, wow. You're still focused on this the whole time.Anjney [00:22:40]: The-- I haven't been able to get, this out of my mind a single day for the last fourteen years. This is the hill I want, I would like to die on. There's two, I would say. What? I actually, I'd prefer not to die.Swyx [00:22:51]: Yeah, exactly.Anjney [00:22:52]: But I think two bipartisan issues, I think two issues that should be bipartisan in America are how do we empower patients to make the right clinical decisions at the end of their life, such that we're reducing the taxpayer burden with science? It's just good old science, and AI can help here. And the second is, net positive data centers, ‘cause I think that's the biggest critical bottleneck on training and good enough AI models to help people at the end of their life. So there's sort of two sides of the, of the same scaling bottleneck curve, but those two, we formed AMP as a public benefit corporation. My wife and I, who you've met, you've met Viv. Her passion is education. Her family is a long line of educators and so on, and, of physicists. And so this class is my attempt to stop being the black sheep of the family and be a, an educator. But if I'm not educating, the thing I would be doing is working, on these two problems, whether on the political spectrum or as a researcher back at, in some lab. And my hope is if anyone's listening to this podcast, if they're passionate about either of those two topics, I'd love to hear from them. We'll, we'll we can share the contact in the show notes, but, we're looking for people to join both of those missions on the, on the political side as well as on the medical side, on the research side.Frontier Systems, Output Maxing, and AlignmentSwyx [00:24:08]: You said, this is a discipline that you want to form. You call it's called variously called Frontier System. It's variously called One Person Frontier Lab. What is the ideal name or shape of this? Like the, what is the mission?Anjney [00:24:24]: Of the class?Swyx [00:24:26]: Of the discipline that you're, exploring, right? I The class is called Frontier Systems. But like for me, maybe one phrase is you're, you're just anti-waste, right? Which is wasting GPUs, wasting in human and Medicare. But is there, is there a broader theme that I'm, that maybe you can encapsulate more succinctly?Anjney [00:24:45]: Yeah. The, from an engineering perspective, it's very simple. It's output maxing. It's the, it's the department of output maxing.Swyx [00:24:51]: Making the most of what we have.Anjney [00:24:52]: Exactly. I'm a huge believer in optimal outcomes. I think both in America and other countries, we are losing our appreciation for nuance, and this is the thing of And AI is the same case, right? Oh, the bitter lesson holds. Okay, fine. But that doesn't mean you just like throw 500 GB300, 500,000 GB300s at your suboptimal model scaling and you waste a bunch of compute. It also doesn't mean that, the most optimal is to have like 50 different architectures where there isn't enough standardization. One of the reasons Anthropic has had extraordinary sort of velocity is ‘cause they picked the transform architecture and said, “This is simple. Let's double down on it,” right? And now luckily there's enough investment going to the space that we can afford other architectures, but at the time, investment was just too fragmented into other architectures, so that arguably unlocked scaling. So I think there's a philosophy. I think we all owe it to ourselves to do output maxing with a new capability called AI on a global level. I think if I was starting a new department at Stanford, depending on how fuzzy or technical I wanted to be, I'd probably call it the Department of Alignment. Like-Swyx [00:25:59]: It's an overloaded termAnjney [00:26:01]: But it is, But alignment really Is a hard problem. And I think when you unlock it, full stack alignment is super hard in any organization and in any system. Like in a, in a venture capital firm, if you can have full stack alignment between your limited partners and your, the founders who are creating the value and ultimately the public that owns the IPO stock, that is a gift that keeps giving. And when you study the history of these systems, when they start off, they usually start out small scale where the feedback loop is actually so tight that there's alignment. And then the more you try to scale, the more division of labor happens, the more specialization happens, and at each step you add abstractions. And wherever there's an API interface, there's like loss. There's communication loss. And so I think a really cool thing would be for us to figure out is there a way for us to have our cake and eat it too as an engineering discipline? Is there a way to actually scale up and scale out Without losing any alignment, without lossy transmission?Swyx [00:27:01]: You mean standards?Anjney [00:27:02]: So standards is one way. The other way is you just have net new capabilities. So like what we're trying to do here is discover new superconductors. A room temperature superconductor would be a lossless transmission mechanism for energy. We would have flying cars. We are right within a few years of having a new room temperature superconductor. So I think those are the two. You either have to standardize On protocols or API specs that allow lossless communication, or you can come up with a whole new capability that unlocks so much abundance, the standardization doesn't matter ‘cause you just unlock net new capacity. This, the, so this is what I spend my days thinking about these days.Compute Markets, SF Compute, and Non-NVIDIA ChipsSwyx [00:27:38]: No, I think every infra person at, who wants scale and wants to output max does eventually end up thinking about this. We don't have time to go into it, but we have done an episode with SF Compute-Anjney [00:27:50]: Oh, coolSwyx [00:27:50]: That is trying to standardize The futures contract for compute. I don't, I don't know how that's going by the way, but like at some point this will be public.Anjney [00:27:57]: Oh, I think Evan is awesome and SF Compute is the kind of effort that I hope we can accelerate because what often happens is these exchanges are very hard to get, they, it's hard to bootstrap them, right? Because they often require-- There's many inefficiencies between parties. There's trust boundary inefficiencies in infrastructure because you don't trust, one part of the stack doesn't trust another part of the stack to give them visibility. There's capital markets inefficiencies, there's operational efficiencies. So if you can inject like a single shock to the system of a ton of compute demand or supply, then you can accelerate, these new flywheels. And so my hope is one day, or soon, if SF Compute needs extra like has excess capacity, they just hook it up to the grid and they get flooded with demand from us. And on the other side, if they have a ton of demand but they don't have supply, they just again hook up to the grid and it's a two-way protocol where they can just hook up to our capacity. And I don't think we're too far from that. Today our working implementation of it is mostly through a group of labs, universities, and a few sort of trusted parties who are, who all feel like they're in alignment to borrow an over sort of used word. But our hope is to just have it be an open protocol that anyone can hook up to on-Swyx [00:29:20]: Hook up for demand or hook up for supply? In primarily demand, it sounds like. Like you-Anjney [00:29:25]: No, bothSwyx [00:29:26]: You would want to offer demand.Anjney [00:29:27]: Both. Yeah. Unfortunately, what's happened in the last six weeks is, we thought we'd have a bunch of excess capacity by the end of this year. It's all gone.Swyx [00:29:37]: It's exploding.Anjney [00:29:38]: It, yeah. It's all gone. And so I have, my text messages are full of friends, we know many of these people, these are founders who've raised billions of dollars in San Francisco going, “Oh, any chance you have like 50 nodes in the next few weeks?”Swyx [00:29:51]: What is the scope for, non-Nvidia, right? You have Lisa Su coming and, Rainer Pope as well. And so There is a lot of demand for, more performance Alternative architectures and all that. At the same time, this hurts your standardization.Anjney [00:30:11]: I don't think so. So actually Rainer's a great example, right? Rainer is a CEO and founder of, MatX. I actually had him by for office hours in the class earlier today, and there was an insight he brought up that I hadn't considered before, which is when they decided to pick the standard For their data center, they picked the NVIDIA reference architecture. So the MatX chips Just plug in to any site that has an NVIDIA bring up planned. And, the-Swyx [00:30:42]: It's just software then. It's, it's not the-Anjney [00:30:44]: A-Swyx [00:30:44]: Hardware.Anjney [00:30:46]: Well, from an input and IO perspective It's the same footprint as an NVIDIA rack.Swyx [00:30:52]: That makes sense.Anjney [00:30:53]: Where they have done, innovated a bunch from what I can tell is on systems co-design. Which is where a lot of the gains are to be had. And so he picked He was “Anjney, we, there's just so much work to do when you're building a new chip company.”Swyx [00:31:08]: Can't fight every front.Anjney [00:31:08]: You just can't fight on every front. So my question to him was, “Well, you're working on this new chip. Their tape-out is next year. What, who are you going to partner with to host the chips?” And he said, “Whoever will host them. That's just not, that's not my focus.” And I said, “But how did you “ you decided back to our earlier systems design question, he decided that, he didn't want to be a full, fully integrated chip provider. The bottleneck they're focused on is the logic die, and they, he feels they can crank out a ton of performance gains through co-design there. But then that means you delegate, to our question earlier, it, you he's the data center provider is a different part of the stack, and so then he's dependent on that part of the ecosystem to host his chips to get the performance gains to the customer. So now you have another abstraction, and you might have loss. So I asked him, “How do you prevent loss?” And back to your point, he said, “I just picked the NVIDIA standard ‘cause I didn't want to Like I wanted to piggyback off of an existing protocol.” And that, what's great about NVIDIA is that reference architecture is known.Swyx [00:32:15]: Open.Anjney [00:32:15]: It's open. They've published it. So Jensen's actually enabled someone like Rainer to build a chip company like MatX, and I don't see them as competitive. The compute demand is so high. Like, I don't I think NVIDIA's not able to meet the demands of production, so we just need more chips. And I think it's very smart what MatX has done, which is say, “We're just going to we're not going to innovate on the data center design ‘cause actually, thank you, Jensen, you've done all the hard work. Where we can innovate is somewhere else.” And I think that's, that's very healthy. I think that's how we unblock new bottlenecks. And my view is these, the, chip teams like MatX, who have arrived at the insight that co-design is the way, The primary bottleneck for them is trust boundary. To do co-design well, you need visibility into the next model generation as soon as possible ‘cause it takes two years to tape out. So if by the time I bring my chip to market, your model architecture's changed, I'm host. Now, when he was inside Google, he was sitting next to the Gemini team. He was on Palm or whatever.Trust Boundaries, Co-Design, and Researcher CEOsSwyx [00:33:19]: His co-founder was the, was one, was one of the Palm guys, I think.Anjney [00:33:23]: Yes. Yes, exactly. So when you're inside the trust boundary of Google, then your systems co-design loop is super tight. When you leave as a founder, one of the biggest risks you take is now you're outside the trust boundary. And so what I love doing is helping chip teams who can help us unlock more capacity for the independent ecosystem access to trust. Because when I If I've been, involved with a lab from day one, and I was lucky enough to work with Anthropic, and then I'm on the board of Mistral and helped Black Forest Labs get started. I think at this point I'm on six or seven different teams.Swyx [00:33:57]: Only six? I feel like my mental number was going to be 13, but yeah, it's-Anjney [00:34:02]: No, I go deep with one at a time.Swyx [00:34:04]: You're founding CEO of Arena.Anjney [00:34:07]: Nah, that was an, that was an-Swyx [00:34:08]: Administrative CEOAnjney [00:34:09]: It was an administrative five-month gig where Whalen and Anastasios were graduating from their PhDs, and they didn't need a product team. So I helped recruit the head of engineering product and design. But Anastasios has always been the CEO of that company. I played a pinch-hitting I'm an intern. I was CEO intern For five months. -Swyx [00:34:33]: I interviewed him, and he's he's very well-spoken. I think he's a debate, former debate, champion. But also very quantitative and mathematical, which is-Anjney [00:34:41]: He-Swyx [00:34:41]: Such a unicorn.Anjney [00:34:43]: See, what's amazing about him? If you look at his output, he's an output maxer. By the time he was graduating from his PhD, which he only graduated last year, he had published more work with a citation count than, people twice his age. But at the same time, he'd already started a project called LLM Arena that was being used by millions of people As a side project. And time and time again, what I've realized is venture capitalists suck at seeing human beings as, dynamic agents where-Swyx [00:35:14]: They want to put you in a boxAnjney [00:35:15]: They want to put you in a box.Swyx [00:35:15]: This is your thing.Anjney [00:35:16]: So the first time I got introduced to Anastasios, somebody had told me “Oh, he's amazing, but he's a researcher.” I was “what? What do you mean he's a researcher?” That's what-Swyx [00:35:28]: Like he's not a CEO, not a founder.Anjney [00:35:29]: Not a CEO, exactly. I was “Are you crazy? Do you Have you met Dario?” Dario's a scientist. He's gone from zero to, what will soon be a trillion-dollar company in four years. Being a CEO, nominally speaking, is not that hard. Being a good CEO is hard. Being a great CEO actually requires a level of performance that scientists who have already published at the top of their field have accomplished. It is super hard to be a competitive scientist. To publish in academia over the last 20, 30 years, to make it to the top of your discipline at a place like Berkeley, you are a star athlete. Like, you are an athlete of the mind, and you perform at the highest levels. And to get there, whether you're, Anastasios or Whalen at Berkeley, or you are Robin, who-Swyx [00:36:23]: BFL, yeahAnjney [00:36:24]: With Black Forest, who created Stable Diffusion, or if you're, like Guillaume at Meta, who created Llama before he started Mistral. The amount of human leadership you have to demonstrate to get the resources, like get the trust of the organization, publish it, put it up. I would just fund researchers all day Right? If who have contributed already to the field. If they've, if they've put SOTA out there, they're, they're star athletes already. If they haven't done SOTA Look, they can still be good CEOs, but then I find the failure mode is that they just don't want to be CEOs, they primarily want to publish, and that's okay, too. One of the things we do with the AMP Grid is we donate excess compute. We have two nonprofits, like university labs. We carved out like a couple thousand H100s. But I do think there's extraordinary research being done on university campuses. My father-in-law's a physicist. He's a professor. Extraordinary work in physics, and we need that. But if you want to be a CEO, what you need to be willing To do is be super confrontational, outside of science. Like within the scientific community, some of the best researchers are very confrontational about their convictions, right? This architecture is right. To be a great CEO, you basically have to be willing to be confrontational up and down the stack.Swyx [00:37:41]: To your own team.Anjney [00:37:42]: To your own team-Swyx [00:37:43]: To customersAnjney [00:37:43]: Hiring, recruiting customers. Well, I would say, Yeah, pretty much to everyone Everybody. Of course-Swyx [00:37:50]: I see, I feel a little bit of that in my own work, but yeah, I can't imagine the stakes that Dario has had to go through. It's, it's pretty insane.Anjney [00:37:56]: No, I don't think the stakes are that different From how you're feeling it, right? Stakes are personal scaling vectors, right? The stakes that seem so low to you, like having this podcast where you can talk to somebody and just have a you're an extraordinary communicator, right? Like already in this conversation, you've pulled more out of me than most people, and I've been on 12 podcasts in the last two weeks.AI Coachella and First-Principles ThinkingSwyx [00:38:17]: I think I, we've just seen each other enough that there's some base trust.Anjney [00:38:20]: There's base trust.Swyx [00:38:20]: And I think, and I know that you, that I've done my homework and like I know that trust is a big deal for you, so.Anjney [00:38:27]: I think trust is about consistency, and you and I have seen each other In the community for years, right? Like, I remember the first time we met was at NeurIPS in New Orleans. I don't know if you remember that, luncheon.Swyx [00:38:38]: Oh my God.Anjney [00:38:39]: Reiko had set up this Reiko's amazing, and he set up this luncheon and-Swyx [00:38:43]: Yeah, I was “Who's this Discord guy?” I'm “Okay.” But-Anjney [00:38:45]: No, you weren't-Swyx [00:38:46]: You were just “You made some investments.”Anjney [00:38:47]: You were much less polite. You were “Who's this VC?” You're like-Swyx [00:38:51]: No, I Was I? Oh my God.Anjney [00:38:53]: It was-Swyx [00:38:53]: I'm so sorryAnjney [00:38:53]: It was visible on your face.Swyx [00:38:54]: I'm so sorry. But you weren't, you weren't The introduction was bad. I was I didn't know who you were.Anjney [00:39:00]: The, see, this is the thing about context, right? Like, but then I think I heard your accent. And I was “Are you-”Swyx [00:39:06]: Singapore, yeahAnjney [00:39:06]: “Are you Singaporean?” And you're “Yeah.” And I said, “I went to high school, JC, in Singapore.” And then the ice broke. But This is the there are in the scientific community, sometimes the stakes are very high for people who haven't had the emotional, what is called EQ Coaching and mentorship, right? Which is like to have scientific impact, you often need to be a extraordinary emotional, like emotionally in tune person with the folks you're trying to influence. And so what comes so naturally to you is actually a super high stakes thing to other people. And so I wouldn't assume that Dario's more stressed out than you. These things are you'd be surprised how similar and small sometimes the problems are to you That some of the world's biggest, leaders are facing. And that's what I've learned from this class. The guest speakers are Sam, Satya, Jensen.Swyx [00:40:01]: AI Coachella.Anjney [00:40:02]: Yeah. It's AI Coachella, right? So we got to get all the headliners, and they're I'm very lucky that some of these people have either mentored me over the years or I've done business with them. And when you, take the performative stuff out and any assumptions you may have about these people that you read in the press or on Twitter, We're all just humans. We're all trying to get along. And what's so special about this moment is AI is forcing, like scaling, the bitter lesson is forcing a lot of people to revise their assumptions for how the world works and go back to first principles or go and educate themselves. So the kind of people I was, I won't name who this person is, but I was at an event last week in Texas and, ran to somebody who said, “Anjney, I came across the class. What do you think about real time action prediction models?” And I was, don't know how happy it made me feel when they asked me that question. I know they've done the work. They've challenged themselves. I'm, they didn't ask me, “What do you think of world models?” They said, “What do you think of n-”Swyx [00:41:04]: Real time action predictionAnjney [00:41:05]: “action, real time action prediction models?” World models, don't get me wrong, are cool and everything, but you and I both know that is a layer of abstraction that is sometimes not usefully precise enough. Right? Ours-Swyx [00:41:16]: There's like four different kinds of world models.Anjney [00:41:17]: Yes, exactly.Swyx [00:41:18]: We've done the part with general intuition, by the way, which is very focused on, -Anjney [00:41:22]: Oh, cool. Yes. I love Pim. Pim is great. And this is what I love about people who've done that level of work. They realize they're not in competition with people who the rest of the world thinks they're in competition with.Swyx [00:41:34]: Because they're not in the category, they're in the specific thing they're trying to do.Anjney [00:41:37]: They're focused on their mission, and they have a systems understanding of the bottleneck they're trying to solve. And when somebody else says, “I'm working on real time, action prediction models too,” Pim goes, “Oh, I love that person. I want, I can learn from them.” But the minute they're “Oh, that person's a world model person,” it's “like which type of world model person?” But mostly they're just trying to figure out if it's a waste of their time, because we don't have enough time. So, Pim, for example, is super, loves this other company I work with we've talked about called Black Forest Labs. And he's mentioned to me multiple times that he's so, He thinks what Flux is doing is really cool. Andy Blattman came by and spoke in the class. And what I find over and over again is for people who do the work, who can be usefully precise enough about like what is actually going on in the world of frontier research, The sense of camaraderie is still well and alive, but it gets lost sometimes when you have to like abstract The technical complexities in, business terms And then the VCs are “How are you different from that world model?” I'm going to say Where do I even start to explain this stuff? And then the misalignment creeps in.Leading vs. Winning in Frontier AISwyx [00:42:43]: This is good. Yeah, I think, people listening get a sense of, what it is like to operate at a real level, like yourself, rather than at, the journalist level, where you have to sort of put everyone in, a rough category and create a narrative of competition, and who's winning today, who's behind.Anjney [00:42:58]: It-- this idea of winning is so Weird to me.Swyx [00:43:03]: You do want to win. You want you want competitiveness.Anjney [00:43:06]: No, I think you want to lead.Swyx [00:43:07]: You want SOTA.Anjney [00:43:07]: No, I think you want to lead. Yes, so you want to push the frontier. You want to push the SOTA. You want to do something that hasn't been done before. You want to capture value, but you don't want to capture so much value that, people think you're unaligned with your mission or trying to do what's best for the world. You want to capture enough value that you can keep innovating, right? And I think that people want to lead, they don't really This idea of winning and losing, again, I love Jensen. He's a, he's a leader. The mindset that he talked about on Dwarkesh's podcast, right? He's “I didn't wake up with a loser mindset.” I think that was awesome, right? Because he's, he's an engineer. Dwarkesh has done the work. So there's at least-- even though the, to me, it was very obvious they're talking about the same thing, they just passed each other. They just had to basically, Jensen has this, five-layer cake abstraction of how the industry works. And Dwarkesh had, I think from that podcast, had more of, a pre-training, mid-training, post-training systems loop concept.Swyx [00:44:04]: It's just a factor of who he talks to, right? Again, it's very clear.Anjney [00:44:06]: It's the systems It's the abstraction, the mental models, the It's the whole-- Dude, so much of the problem in the world is reasoning by analogy. And then the assumptions that are held invisibly.Swyx [00:44:19]: Yeah, I've, I've said, this is actually the best time in human history for first principles thinkers. Because everything you think will happen is actually now coming true.Anjney [00:44:28]: Correct. And the venture capital community is, notorious for this, where people look-- In times of uncertainty, they, cling to axioms that ended up being true from the previous era, and they kind of like proclaim them with confidence as if they're truths, but they're not. And it's very important to see the distinction between a heuristic and an axiom. An axiom can be proven-Swyx [00:44:55]: Like from internal consistency point of viewAnjney [00:44:56]: With internal consistency. A heuristic is a way you kind of a shortcut. And my God, the number of people I have had to put up with over the last few years who proclaim-- use heuristics As axioms to judge people, to judge which companies are going to succeed or the number of people who are “Oh, yeah, Anthropic, they're just training models right now,” but this one continue.Swyx [00:45:22]: Because that's a B2B SaaS?Anjney [00:45:23]: Yeah, the, like Which over the fullness of time, if you squint at it, maybe. But the way you arrive there is so important that you can-- you just, you can dismiss people. Here's what happened, right? What happened is Anthropic basically achieved takeoff in October of last year. That training run-Swyx [00:45:41]: Whatever, three seven?Anjney [00:45:42]: I forget the numbers now, but whatever that checkpoint was-Swyx [00:45:45]: We saw the cognition.Anjney [00:45:46]: Yeah. Right? You probably-- The, to those of us in the community, especially once post-training was done and it was released in December-Swyx [00:45:52]: Yeah. Can I sneak a sneaky question in there? I don't know if you have a perspective, maybe you don't, I just The number one question is how did Anthropic crack coding, right? Because Claude One, Claude Two, okay, like it was part of it, but it wasn't a big deal. And the leading hypothesis, it's a lucky dice roll that was then compounded, right? Like it was like Mildly better, but then they saw it and they were “Okay, let's really invest.”How Anthropic Cracked CodingAnjney [00:46:17]: I had this very annoying teacher. I went to this boarding school called Rishi Valley in India, which is like this, bird preserve. It's like three hundred and fifty acres of bird preserve in rural India, and there was no technology for seven years. There was this teacher, I won't name them, but they would have this-- I hated it every time he said this to me. He was “Luck fa-favors the prepared mind,” which is like a common saying, but the way he delivered it, always grated me, ‘cause he was always I was always one of those kids who got, a good grade without trying very hard. ‘Cause like high middle school is not that hard if you, if you're generally, paying attention and so on. And there was this one time where I-- But then I would get an eighty percent grade, and he would keep pushing me to say “The reason you didn't get the ninety-five plus percent is because you're not that lucky.” And I would say, “What do you mean?” ‘Cause I would think that I deserved that grade, and I would sometimes argue with him. And he'd say, “You didn't have a prepared mind. If you want to get lucky again “ There was basically one time where I got like ninety-five or ninety-six on this, on this subject, and I, now that I felt entitled. I was “Okay, I'm going to keep doing this,” and I didn't. And then he was “Luck favors a prepared mind. You got lucky last time, but you got to stay prepared.” And I didn't understand what he meant. Now, as I'm older, I'm okay, these adults actually knew a thing or two. Anthropic has been the most prepared company for four years. And so then when the right, context data comes in, the right developers start sending in, the right context diffs, Sure, you could say you got lucky, but if you ask me, they're pr-pretty damn prepared with paranoia for like four years. And you have to remember, it was so hard for them to get going early on that they had to do so much more with so much less that you just have to be prepared to be so efficient.Swyx [00:48:06]: Yes. There's numbers on their burn compared to OpenAI. I've, I've written about it, but they are so much more efficient in their, in their tech stack.Anjney [00:48:14]: It's not even It's not funny.Swyx [00:48:14]: Not even close.Anjney [00:48:15]: Yeah. But it's so clear, right? Like how to output max for the world. They have been prepared, and you could call that luck, but Luck favors the prepared mind.Culture, Hardship, and Anthropic's P0Swyx [00:48:25]: This is one of those things that I was going over some of your old lectures and, you were data, people think it's a moat and actually it's culture and actually it's team Actually. And I, it's-- there's different levels of moats, and this is the ultimate one that determines everything else. Which you can then compoundAnjney [00:48:43]: You're saying culture is the ultimate moat? Yeah. But the thing about culture is it's very fragile. So moats, I don't think they're-- there's very few moats I found that are actually moats. They're-- It's, it's a nice concept, but in reality, you have to replenish your culture. Ben Horowitz was, the speaker in CS153 on Tuesday, and I asked him this question about the culture bottleneck in teams because, there are several AI teams-Swyx [00:49:09]: His book, Hard Things About Hard ThingsAnjney [00:49:11]: Hard Thing About Hard Things. But more concretely, there are so many AI labs today that have all the cash they need, they have all the compute they need, and they're still not able to ship anything SOTA. And then you start seeing people leave and so on, and my diagnosis, it's, is it's the culture. And so I asked him, Ben, they're-- He's been one of the most aggressive investors in AI labs. He goes back to this thing which resonates in my mind a lot. It-- When I used to work at a16z, I would, book a conference room, and right outside the conference room, which is closest to the toilet ‘cause it was the fastest way for me to go use the bathroom between Zoom meetings-Swyx [00:49:45]: Oh my God, I'll put maxing my toilet optimization. Okay, never mind.Anjney [00:49:48]: It was not healthy in hindsight, but maybe this is TMI. But anyway, outside that conference on the wall was this quote that was printed that said, “Culture is not a set of beliefs, it's a set of actions.” And it's by Bushido, is this, Japanese philosopher. And if you stop taking the actions that demonstrate the mission alignment to what you've said to your team and to your-- the world matters to you, then your culture starts to fray. So it's not actually a moat, I would say. It's a very brittle, fragile thing that requires daily tending to like a garden. But if you figure out the system to keep that garden tended, which I think ultimately comes down to knowing yourself ‘cause you most naturally, if you're authentic and so on, you'll naturally make trade-offs that seem effortless to you, but that reinforce your culture. And then That becomes this very hard thing for other people to catch up to. And at Anthropic, from day one, there was this mission like-- missionary like zeal and belief that, hey, these capabilities will scale. These systems are stochastic, not deterministic. There will be error bars, and until we crack interpretability, there's risk. And at some point, people will go-- stop using Claude just for coding. They'll use it in some mission-critical context where there's-- it'll throw off a bug, and then people are going to come blame them, and they want to be on the right side of history where they said, “Yes, this is a powerful technology. We think it's going to change the world, And we want to be very measured and scientific about the fact that, ‘Hey, guys, these are stats models, statistical models.' That's how statistics works.” ultimately, when you're training neural nets, it is just a statistical system. And I think that Belief that safety is important and that it might seem toy-like in the early days, and sometimes, you could say, “Anjney, they totally over-exaggerated the risk,” like two years ago when they said, “Let's not launch Claude One,” or whatever. Well, okay, maybe in hindsight, but hindsight is twenty/twenty. And at the time, they didn't know how that model would be used, and to them it felt existential if somebody came and said, “You weren't responsible. It-- This wrote a bug.” The liability associated with that is massive. So how do you prevent against that? Well, day in, day out, you say safety. And when you start deviating from that, you have the team hold you accountable, you have the world hold you accountable, and I think that becomes a moat over time. At some point, that moat will get challenged and so on, and then it become fragile. I hope it endures because that's the beauty of having founders run the show, ‘cause they can make really hard trade-offs to do mission alignment. The hardest part is in the earliest days when you don't have a group of people who are going through difficulty, stress, crisis together, then your culture doesn't get defined sharply enough, and that's what I'm worried about right now, is there's so much money going to these labs. There's no hardship. There's no-Swyx [00:52:50]: To anyone who knowsAnjney [00:52:51]: There's no to anyone who knows. And that, in hindsight, was a feature, not a bug for Anthropic. The number of people who said no, the number of people who said, “Sorry, we're all doing investors in OpenAI,” that is competitive difference. It forces you to really understand, what is the hill you want to die on at the expense of everything else. What's the P zero? And there, P zero from day one was coding. The reason, the mechanism system there was if we crack coding, Then we will crack AGI. Our mission is AGI. We want to get there safely. If we focus on codin

Fahmi Syed runs the Midnight Foundation, custodian of a fourth-generation privacy-first blockchain backed by Charles Hoskinson. Roughly $200 million spent. Zero VC funding. One of the biggest airdrops in crypto history.Jamie Redman sits down with Fahmi at Consensus 2026 for the full breakdown: programmable privacy, selective disclosure, the dual-token Night/Dust model, why Zcash and Monero keep getting delisted, why agentic AI desperately needs a proof layer, and what "Web 2.5" actually means.We cover:- The bank-account-number anecdote that defines rational privacy- Why transparent blockchains can't carry institutions across the bridge- Midnight's private-permissions model between Monero and JPMorgan- The dual-token Night/Dust design and predictable corporate costs- One of crypto's biggest airdrops — no VCs, no insider allocations- March 2026 mainnet and the 100+ builders in pre-prod- The 2008 TradFi trading floor that shaped his self-custody viewsFilmed at Consensus 2026.Host: Jamie Redman

Healthcare AI funding is booming, but the money is flowing to fewer companies than ever before. As investors pour capital into a small group of breakout winners, founders are navigating a fundraising environment where expectations seem to change every quarter. Based on interviews with 24 healthcare founders and a dozen healthcare investors, Halle breaks down what is actually happening in the market today, from pitch meetings and diligence processes to the growing debate over whether AI has fundamentally changed venture capital itself. Why healthcare AI fundraising has become a tale of two marketsThe two questions dominating investor meetings in 2026The metrics VCs are looking for todayThe debate over whether investors should abandon traditional ownership targetsWhy high valuations can be both a gift and a trap for founders —Show notes:Submit questions for our Eric Larsen healthcare AI Q&A here Part I: AI ate digital health (and what that means for fundraising)Part II: Convicted or disciplined: How healthcare VCs are split on investing—

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Monica Cornitcher. Entrepreneurial journey, the inspiration behind Medase Cocktails, and the realities of launching, funding, and scaling a premium nonalcoholic spirits brand in a highly competitive market. Purpose of the Conversation The purpose of the episode is to: Educate aspiring entrepreneurs on how to build a differentiated consumer brand Demonstrate the importance of storytelling, market clarity, and operational discipline Highlight the growth of the nonalcoholic / zero‑proof beverage movement Inspire founders—especially founders of color—to own their niche, seek capital strategically, and scale intentionally. Key Takeaways 1. Business Built from Personal Need and Purpose Medase Cocktails was co‑founded by Monica and her lifelong friend during her friend’s battle with breast cancer, a time when alcohol was no longer an option—but celebration still mattered. The brand was created to allow people to celebrate authentically without alcohol It carries emotional depth rooted in friendship, gratitude, and loss Monica continues the mission after her co‑founder passed away in 2024 Lesson: Purpose-driven businesses create deeper emotional connection and long-term brand equity. 2. Differentiation Is Everything Monica deliberately rejected the “sparkling water with flavor” model common in nonalcoholic drinks. Her differentiators include: Authentic cocktail taste (Old Fashioned, Margarita, Moscow Mule) Organic juices, not artificial flavors Bold packaging that stands out on shelves Drinks designed to smell, taste, and feel like real cocktails Lesson: Competing on authenticity—not cost—is how you carve out market share in crowded spaces. 3. Brand Names and Stories Matter The name “Medase” means “thank you” and reflects gratitude, friendship, and emotional support. Monica emphasizes: Every flavor name, color, and product decision has a story A strong brand narrative creates curiosity, loyalty, and investor interest Lesson: People invest in brands they feel—emotionally, not just intellectually. 4. Venture Capital Is Not Just About Numbers While financials matter, Monica stresses that VCs also invest in founders and stories. What helped her secure venture capital: A compelling personal story Relevant founder skill sets (M&A, law, operations) Clear understanding of the market opportunity Lesson: Early-stage funding often depends on who you are and why you’re building, not just revenue. 5. Research, Planning, and Discipline Before Launch Unlike many food startups, Medase did not begin in a kitchen. They: Conducted a feasibility study Built a formal business plan Worked with a Black female food scientist Set strict personal funding limits before seeking capital Lesson: Preparation reduces risk and builds long-term sustainability. 6. Scaling Requires Operational Maturity As sales increased—especially on Amazon—Monica emphasized the need to move from “hustle mode” to operational excellence. Key scaling principles: Understand unit economics Track ROI for events and activations Adjust pricing as volume increases Build strategy across marketing, operations, and distribution Lesson: Hustle starts the business; operations grow it. 7. Niche First, Expansion Later Medase does not try to be “everything to everyone.” Core customers include: People seeking a break from alcohol Health-conscious consumers Black men looking for alcohol replacements Consumers wanting cocktail taste without hangovers Lesson: Strong niches create loyal advocates who fuel organic growth. 8. Smart Distribution Strategy Rather than rushing into retail, Monica prioritized direct-to-consumer channels: Amazon (top-performing channel) Brand website TikTok Shop Only after 6–7 months of traction did retail expansion become viable. Lesson: Control your margins and demand before entering expensive retail environments. Memorable Quotes “I wanted an authentic cocktail without compromise.” “Everything we do has a story behind it.” “Sometimes it’s not about the financials—it’s about the founder and the story.” “Don’t be everything to everybody. Find your market and stick with your market.” “Hustle starts the business, but operations give you scale.” “If it tastes too much like alcohol and you gave me a one-star review—thank you. That means I did my job.” Overall Message This episode is a real-world entrepreneurial blueprint showing how clarity of vision, emotional authenticity, disciplined planning, and niche focus can turn a personal idea into a scalable national brand. Monica Cornitcher exemplifies the modern founder:visionary, data-aware, emotionally intelligent, and unapologetically authentic. #SHMS #BEST #STRAWSee omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Monica Cornitcher. Entrepreneurial journey, the inspiration behind Medase Cocktails, and the realities of launching, funding, and scaling a premium nonalcoholic spirits brand in a highly competitive market. Purpose of the Conversation The purpose of the episode is to: Educate aspiring entrepreneurs on how to build a differentiated consumer brand Demonstrate the importance of storytelling, market clarity, and operational discipline Highlight the growth of the nonalcoholic / zero‑proof beverage movement Inspire founders—especially founders of color—to own their niche, seek capital strategically, and scale intentionally. Key Takeaways 1. Business Built from Personal Need and Purpose Medase Cocktails was co‑founded by Monica and her lifelong friend during her friend’s battle with breast cancer, a time when alcohol was no longer an option—but celebration still mattered. The brand was created to allow people to celebrate authentically without alcohol It carries emotional depth rooted in friendship, gratitude, and loss Monica continues the mission after her co‑founder passed away in 2024 Lesson: Purpose-driven businesses create deeper emotional connection and long-term brand equity. 2. Differentiation Is Everything Monica deliberately rejected the “sparkling water with flavor” model common in nonalcoholic drinks. Her differentiators include: Authentic cocktail taste (Old Fashioned, Margarita, Moscow Mule) Organic juices, not artificial flavors Bold packaging that stands out on shelves Drinks designed to smell, taste, and feel like real cocktails Lesson: Competing on authenticity—not cost—is how you carve out market share in crowded spaces. 3. Brand Names and Stories Matter The name “Medase” means “thank you” and reflects gratitude, friendship, and emotional support. Monica emphasizes: Every flavor name, color, and product decision has a story A strong brand narrative creates curiosity, loyalty, and investor interest Lesson: People invest in brands they feel—emotionally, not just intellectually. 4. Venture Capital Is Not Just About Numbers While financials matter, Monica stresses that VCs also invest in founders and stories. What helped her secure venture capital: A compelling personal story Relevant founder skill sets (M&A, law, operations) Clear understanding of the market opportunity Lesson: Early-stage funding often depends on who you are and why you’re building, not just revenue. 5. Research, Planning, and Discipline Before Launch Unlike many food startups, Medase did not begin in a kitchen. They: Conducted a feasibility study Built a formal business plan Worked with a Black female food scientist Set strict personal funding limits before seeking capital Lesson: Preparation reduces risk and builds long-term sustainability. 6. Scaling Requires Operational Maturity As sales increased—especially on Amazon—Monica emphasized the need to move from “hustle mode” to operational excellence. Key scaling principles: Understand unit economics Track ROI for events and activations Adjust pricing as volume increases Build strategy across marketing, operations, and distribution Lesson: Hustle starts the business; operations grow it. 7. Niche First, Expansion Later Medase does not try to be “everything to everyone.” Core customers include: People seeking a break from alcohol Health-conscious consumers Black men looking for alcohol replacements Consumers wanting cocktail taste without hangovers Lesson: Strong niches create loyal advocates who fuel organic growth. 8. Smart Distribution Strategy Rather than rushing into retail, Monica prioritized direct-to-consumer channels: Amazon (top-performing channel) Brand website TikTok Shop Only after 6–7 months of traction did retail expansion become viable. Lesson: Control your margins and demand before entering expensive retail environments. Memorable Quotes “I wanted an authentic cocktail without compromise.” “Everything we do has a story behind it.” “Sometimes it’s not about the financials—it’s about the founder and the story.” “Don’t be everything to everybody. Find your market and stick with your market.” “Hustle starts the business, but operations give you scale.” “If it tastes too much like alcohol and you gave me a one-star review—thank you. That means I did my job.” Overall Message This episode is a real-world entrepreneurial blueprint showing how clarity of vision, emotional authenticity, disciplined planning, and niche focus can turn a personal idea into a scalable national brand. Monica Cornitcher exemplifies the modern founder:visionary, data-aware, emotionally intelligent, and unapologetically authentic. #SHMS #BEST #STRAWSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Conventional wisdom says the hardest part of building a startup is building the product. Shanea Leven says the harder challenge is figuring out what customers will actually pay for. Before co-founding Empromptu.ai, Shanea spent more than 15 years building products at companies including Google, eBay, Docker, and Cloudflare. In this conversation, she explains why sales is every bit as complex as engineering, why customer interviews aren't enough to validate an idea, and why early-stage founders need to spend more time testing demand than perfecting roadmaps. We discuss the case-study approach she uses to find customers, the controversial belief that the only real product validation is money, and what happened when a LinkedIn post generated a 1,000-person waitlist almost overnight.  Shanea also shares how she used more than 100 customer calls to shape Empromptu's direction, why she stopped fundraising when the company took  off, and the go-to-market challenges that still keep her up at night. If you're a technical founder trying to figure out whether you're building something people truly want, this episode offers a practical framework for separating genuine demand from wishful thinking. Listen to this episode if you're trying to figure out: why sales validation should happen before you commit to a roadmap how to find your first customers using the case study method what a viral waitlist can teach you about product-market fit how to distinguish customer feedback from customer demand why technical founders need to learn sales earlier than they think which early traction signals are worth trusting — and which aren't how to validate an idea before spending months building it RUNTIME 49:06   EPISODE BREAKDOWN (3:16) What Is Empromptu.ai, and Who Is it For? (6:25) Sales Is Just as Complicated as Engineering (8:14) The Case Study Method for Finding Early Customers (11:56) Why Al Is Rewriting the Product Playbook (13:37)   The Only Real Product Validation Is Money  (17:10) The S***ty Purple Website That Predicted Impromptu's Viral Launch (21:38) What 100 Waitlist Calls Taught Shanea About Customer Demand (26:28) "We evolved the platform." (34:57) "Ninety-nine percent of VCs are great at one thing." (36:20) The GTM Problem That Still Keeps Shanea Up at Night  (39:02) A Process for Selecting Your First Sales/Marketing Hires (40:59) Why She'd Hire a "Scrappy" Marketer Over a Former Meta Employee "Every Time" (44:05) The Early Traction Signal She No Longer Trusts (45:28) A 30-day Experiment Founders Can Run To Validate Their Idea LINKS Shanea Leven Empromptu.ai Empromptu raises $2M pre-seed to help enterprises build AI apps, 12/9/2025, TechCrunch SUBSCRIBE

This Week In Startups is made possible by:NetSuite - Netsuite.com/TWiSTDeel - Deel.com/TWiSTSquarespace - Squarespace.com/TWiSTTwo days before SpaceX launches the largest IPO in history at a flat $135/share, our VC roundtable drops a scorcher: The top 1% of seed deals might actually be underpriced. Plus: the "Sequoia scam" dual-tranche controversy, tokens-for-equity deals, and whether Claude Fable 5 is a true step function.Tomasz Tunguz (Theory Ventures), Michael Downing (Castalia Capital), and Paige Doherty (Behind Genius Ventures) join Alex to go deep on Seed investing, startup economics, AI spend, and the impact of smarter AI on the founder journey.Guest Links:Tomasz Tunguz: https://x.com/ttunguzTheory Ventures: https://theoryvc.com/Michael Downing: https://www.linkedin.com/in/michaeldowning/Castalia Capital: https://castalia.capital/Paige Doherty: https://x.com/paigefinnnBehind Genius Ventures: https://www.behindgeniusventures.comShow Links:Anthropic's IPO announcement: https://www.anthropic.com/news/confidential-draft-s1-secOpenAI's IPO announcement: https://openai.com/index/openai-submits-confidential-s-1/Bending Spoons F-1 filing: https://www.sec.gov/Archives/edgar/data/2004711/000110465926071170/tm2613674-7_f1.htmSpaceX IPO filing: https://www.sec.gov/Archives/edgar/data/1181412/000162828026040364/spaceexplorationtechnologib.htmBrendan Foody's post on Sequoia: https://x.com/BrendanFoody/status/2063470286515683759Claude Fable 5: https://www.anthropic.com/news/claude-fable-5-mythos-5OpenRouter data on Chinese models: https://openrouter.ai/rankings?view=daySaronic: https://www.saronic.com/MotherDuck: https://motherduck.com/Nox Metals: https://noxmetals.co/Timestamps:0:00 Tomasz Tunguz, Michael Downing & Paige Doherty join2:07 The SpaceX IPO and the IPO window4:22 Plaud: If your work depends on conversations — interviews, meetings, calls — you need a Plaud NotePin. You can check it out at https://Plaud.ai/twist and use code TWIST for 10% off!6:30 The new bar: 10x growth (not 3x) to raise a great Series A8:46 Net-new AI budgets9:46 Squarespace: Turn your idea into a beautiful website! Go to https://www.squarespace.com/twist for a free trial. When you're ready to launch, use offer code TWIST to save 10% off your first purchase of a website or domain.11:09 How some founders are outgrowing venture capital11:44 The power pendulum swings back to founders12:46 SpaceX vs. OpenAI vs. Anthropic: Which IPO is most enticing?19:53 Deel - Founders scale faster on Deel. Set up payroll for any country in minutes, hire anyone anywhere, get visas handled fast, and get back to building. Visit https://deel.com/twist to learn more.26:07 Tokens-for-equity, GPU-hours-for-equity & the financialization of compute28:35 Founders airing VC dirty laundry (napping VCs included)29:56 Netsuite - The business landscape is very chaotic right now. That's why you need NetSuite, by Oracle. Get the free business guide Demystifying AI at https://Netsuite.com/TWiST36:38 Claude Fable 5 first impressions: pricing, benchmarks & orchestration45:42 Where value accrues: application layer vs. models vs. private data1:00:06 Nationalization of AI labs: Bernie Sanders, Sam Altman & Trump agree?!1:01:25 Portfolio spotlights: Saronic, MotherDuck, and Nox MetalsSubscribe to the TWiST500 newsletter: https://ticker.thisweekinstartups.comCheck out the TWIST500: https://www.twist500.comSubscribe to This Week in Startups on Apple: https://rb.gy/v19fcpFollow Lon:X: https://x.com/lonsFollow Alex:X: https://x.com/alexLinkedIn: ⁠https://www.linkedin.com/in/alexwilhelmFollow Jason:X: https://twitter.com/JasonLinkedIn: https://www.linkedin.com/in/jasoncalacanisGreat TWIST interviews: Will Guidara, Eoghan McCabe, Steve Huffman, Brian Chesky, Bob Moesta, Aaron Levie, Sophia Amoruso, Reid Hoffman, Frank Slootman, Billy McFarlandCheck out Jason's suite of newsletters: https://substack.com/@calacanis

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Monica Cornitcher. Entrepreneurial journey, the inspiration behind Medase Cocktails, and the realities of launching, funding, and scaling a premium nonalcoholic spirits brand in a highly competitive market. Purpose of the Conversation The purpose of the episode is to: Educate aspiring entrepreneurs on how to build a differentiated consumer brand Demonstrate the importance of storytelling, market clarity, and operational discipline Highlight the growth of the nonalcoholic / zero‑proof beverage movement Inspire founders—especially founders of color—to own their niche, seek capital strategically, and scale intentionally. Key Takeaways 1. Business Built from Personal Need and Purpose Medase Cocktails was co‑founded by Monica and her lifelong friend during her friend’s battle with breast cancer, a time when alcohol was no longer an option—but celebration still mattered. The brand was created to allow people to celebrate authentically without alcohol It carries emotional depth rooted in friendship, gratitude, and loss Monica continues the mission after her co‑founder passed away in 2024 Lesson: Purpose-driven businesses create deeper emotional connection and long-term brand equity. 2. Differentiation Is Everything Monica deliberately rejected the “sparkling water with flavor” model common in nonalcoholic drinks. Her differentiators include: Authentic cocktail taste (Old Fashioned, Margarita, Moscow Mule) Organic juices, not artificial flavors Bold packaging that stands out on shelves Drinks designed to smell, taste, and feel like real cocktails Lesson: Competing on authenticity—not cost—is how you carve out market share in crowded spaces. 3. Brand Names and Stories Matter The name “Medase” means “thank you” and reflects gratitude, friendship, and emotional support. Monica emphasizes: Every flavor name, color, and product decision has a story A strong brand narrative creates curiosity, loyalty, and investor interest Lesson: People invest in brands they feel—emotionally, not just intellectually. 4. Venture Capital Is Not Just About Numbers While financials matter, Monica stresses that VCs also invest in founders and stories. What helped her secure venture capital: A compelling personal story Relevant founder skill sets (M&A, law, operations) Clear understanding of the market opportunity Lesson: Early-stage funding often depends on who you are and why you’re building, not just revenue. 5. Research, Planning, and Discipline Before Launch Unlike many food startups, Medase did not begin in a kitchen. They: Conducted a feasibility study Built a formal business plan Worked with a Black female food scientist Set strict personal funding limits before seeking capital Lesson: Preparation reduces risk and builds long-term sustainability. 6. Scaling Requires Operational Maturity As sales increased—especially on Amazon—Monica emphasized the need to move from “hustle mode” to operational excellence. Key scaling principles: Understand unit economics Track ROI for events and activations Adjust pricing as volume increases Build strategy across marketing, operations, and distribution Lesson: Hustle starts the business; operations grow it. 7. Niche First, Expansion Later Medase does not try to be “everything to everyone.” Core customers include: People seeking a break from alcohol Health-conscious consumers Black men looking for alcohol replacements Consumers wanting cocktail taste without hangovers Lesson: Strong niches create loyal advocates who fuel organic growth. 8. Smart Distribution Strategy Rather than rushing into retail, Monica prioritized direct-to-consumer channels: Amazon (top-performing channel) Brand website TikTok Shop Only after 6–7 months of traction did retail expansion become viable. Lesson: Control your margins and demand before entering expensive retail environments. Memorable Quotes “I wanted an authentic cocktail without compromise.” “Everything we do has a story behind it.” “Sometimes it’s not about the financials—it’s about the founder and the story.” “Don’t be everything to everybody. Find your market and stick with your market.” “Hustle starts the business, but operations give you scale.” “If it tastes too much like alcohol and you gave me a one-star review—thank you. That means I did my job.” Overall Message This episode is a real-world entrepreneurial blueprint showing how clarity of vision, emotional authenticity, disciplined planning, and niche focus can turn a personal idea into a scalable national brand. Monica Cornitcher exemplifies the modern founder:visionary, data-aware, emotionally intelligent, and unapologetically authentic. #SHMS #BEST #STRAWSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

The AI Tutor That Makes Kids Actually Think | E2298This Week In Startups is made possible by:Northwest Registered Agent https://northwestregisteredagent.com/twistLinkedIn Jobs https://LinkedIn.com/twistShopify https://shopify.com/twistPlaud https://Plaud.ai/twistToday's show:*Schools teach kids to memorize formulas. AI helps them skip thinking entirely. Brilliant founder Sue Khim joins TWiST to tell us how her new AI tutor, Koji, uses the Socratic Method to help students solve complex problems on their own. Find out why she says “People aren't anti-AI. They're anti-being replaced and anti-slop.”PLUS Jason's take on the VC horror stories going around X… and his own anecdote about the tenacity and passion of legendary investor John Doerr.Guest:Sue Khim on X: https://x.com/suekhimBrilliant: https://brilliant.org/Viral Koji launch video: https://x.com/suekhim/status/2060378988606878147Relevant Links:Viral Greg Isenberg post about VCs: https://x.com/gregisenberg/status/2061794787825479818Travis Kalanick's story: https://x.com/travisk/status/2062224472426365045Matthew Prince's stories: https://x.com/eastdakota/status/2062860530360959273John Doerr on X: https://x.com/johndoerrRoelof Botha on X: https://x.com/roelofbothaMichael Moritz on LinkedIn: https://www.linkedin.com/in/michaelmoritz/Mohr Davidow Ventures: https://mdv.com/Jason's book “Angel: How to Invest in Technology Startups”: https://www.amazon.com/Angel-Invest-Technology-Startups-Timeless-Investor/dp/0062560700Timestamps:0:00 Sue Khim's Alltuition origin story1:41 Plaud: If your work depends on conversations — interviews, meetings, calls — you need a Plaud NotePin. You can check it out at https://Plaud.ai/twist and use code TWIST for 10% off!4:10 Brilliant: from launch to product market pull10:46 Northwest Registered Agent - Get more when you start your business with Northwest. In 10 clicks and 10 minutes, you can form your company and walk away with a real business identity — Learn more at https://northwestregisteredagent.com/twist15:08 Pricing against tutors, not apps19:25 LinkedIn Jobs - Hire right, the first time. Post your first job and get $100 off towards your job post at https://LinkedIn.com/twist21:22 Koji demo24:11 Keeping Brilliant local while expanding30:22 Shopify - Turn those What Ifs into sales with the e-commerce platform powering millions of businesses. Sign up for your $1-per-month trial today at https://shopify.com/twist40:10 Every founder has a VC horror story44:33 John Doerr went the extra mile to hear JCal's pitch52:55 The LAUNCH investment strategySubscribe to the TWiST500 newsletter: https://ticker.thisweekinstartups.comCheck out the TWIST500: https://www.twist500.comSubscribe to This Week in Startups on Apple: https://rb.gy/v19fcpFollow Lon:X: https://x.com/lonsFollow Alex:X: https://x.com/alexLinkedIn: ⁠https://www.linkedin.com/in/alexwilhelmFollow Jason:X: https://twitter.com/JasonLinkedIn: https://www.linkedin.com/in/jasoncalacanisCheck out all our partner offers: https://partners.launch.co/Great TWIST interviews: Will Guidara, Eoghan McCabe, Steve Huffman, Brian Chesky, Bob Moesta, Aaron Levie, Sophia Amoruso, Reid Hoffman, Frank Slootman, Billy McFarlandCheck out Jason's suite of newsletters: https://substack.com/@calacanisFollow TWiST:Twitter: https://twitter.com/TWiStartupsYouTube: https://www.youtube.com/thisweekinInstagram: https://www.instagram.com/thisweekinstartupsTikTok: https://www.tiktok.com/@thisweekinstartupsSubstack: https://twistartups.substack.com

(0:00) Brad Gerstner, Gavin Baker, and Kelly Rodriques join the Besties! (0:47) Secondary Markets are Booming & Competing with IPOs (3:10) Why Companies are Staying Private So Long? (9:22) SPVs, the Forge-Schwab Deal, Democratizing Private Market Access (13:28) Secondary Markets as Exit Liquidity for VCs (27:00) The Private Market Bubble? (32:03) Hottest Secondary Companies Right Now Thanks to our partners for making this possible! EY - Agentic AI is introducing a new investment discipline. As AI shifts to consumption-based models, EY connects spend to enterprise value. https://www.ey.com/en_us/insights/ai/agentic-ai-token-costs?WT.mc_id=3501318&AA.tsrc=sponsorship NYSE - Thank you to our partner, the New York Stock Exchange - a modern marketplace and exchange for building the future. It all happens at the NYSE. https://www.nyse.com Plaud - Never miss a moment. Plaud, our official wearable AI note-taking partner at All-In Liquidity Summit, captured every insight. https://www.plaud.ai Follow Brad: https://x.com/altcap Follow Gavin: https://x.com/GavinSBaker Follow Kelly: https://www.linkedin.com/in/kelly-rodriques-9b49418 Follow the besties: https://x.com/chamath https://x.com/Jason https://x.com/DavidSacks https://x.com/friedberg Follow on X: https://x.com/theallinpod Follow on Instagram: https://www.instagram.com/theallinpod Follow on TikTok: https://www.tiktok.com/@theallinpod Follow on LinkedIn: https://www.linkedin.com/company/allinpod Intro Music Credit: https://rb.gy/tppkzl https://x.com/yung_spielburg

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Monica Cornitcher. Entrepreneurial journey, the inspiration behind Medase Cocktails, and the realities of launching, funding, and scaling a premium nonalcoholic spirits brand in a highly competitive market. Purpose of the Conversation The purpose of the episode is to: Educate aspiring entrepreneurs on how to build a differentiated consumer brand Demonstrate the importance of storytelling, market clarity, and operational discipline Highlight the growth of the nonalcoholic / zero‑proof beverage movement Inspire founders—especially founders of color—to own their niche, seek capital strategically, and scale intentionally. Key Takeaways 1. Business Built from Personal Need and Purpose Medase Cocktails was co‑founded by Monica and her lifelong friend during her friend’s battle with breast cancer, a time when alcohol was no longer an option—but celebration still mattered. The brand was created to allow people to celebrate authentically without alcohol It carries emotional depth rooted in friendship, gratitude, and loss Monica continues the mission after her co‑founder passed away in 2024 Lesson: Purpose-driven businesses create deeper emotional connection and long-term brand equity. 2. Differentiation Is Everything Monica deliberately rejected the “sparkling water with flavor” model common in nonalcoholic drinks. Her differentiators include: Authentic cocktail taste (Old Fashioned, Margarita, Moscow Mule) Organic juices, not artificial flavors Bold packaging that stands out on shelves Drinks designed to smell, taste, and feel like real cocktails Lesson: Competing on authenticity—not cost—is how you carve out market share in crowded spaces. 3. Brand Names and Stories Matter The name “Medase” means “thank you” and reflects gratitude, friendship, and emotional support. Monica emphasizes: Every flavor name, color, and product decision has a story A strong brand narrative creates curiosity, loyalty, and investor interest Lesson: People invest in brands they feel—emotionally, not just intellectually. 4. Venture Capital Is Not Just About Numbers While financials matter, Monica stresses that VCs also invest in founders and stories. What helped her secure venture capital: A compelling personal story Relevant founder skill sets (M&A, law, operations) Clear understanding of the market opportunity Lesson: Early-stage funding often depends on who you are and why you’re building, not just revenue. 5. Research, Planning, and Discipline Before Launch Unlike many food startups, Medase did not begin in a kitchen. They: Conducted a feasibility study Built a formal business plan Worked with a Black female food scientist Set strict personal funding limits before seeking capital Lesson: Preparation reduces risk and builds long-term sustainability. 6. Scaling Requires Operational Maturity As sales increased—especially on Amazon—Monica emphasized the need to move from “hustle mode” to operational excellence. Key scaling principles: Understand unit economics Track ROI for events and activations Adjust pricing as volume increases Build strategy across marketing, operations, and distribution Lesson: Hustle starts the business; operations grow it. 7. Niche First, Expansion Later Medase does not try to be “everything to everyone.” Core customers include: People seeking a break from alcohol Health-conscious consumers Black men looking for alcohol replacements Consumers wanting cocktail taste without hangovers Lesson: Strong niches create loyal advocates who fuel organic growth. 8. Smart Distribution Strategy Rather than rushing into retail, Monica prioritized direct-to-consumer channels: Amazon (top-performing channel) Brand website TikTok Shop Only after 6–7 months of traction did retail expansion become viable. Lesson: Control your margins and demand before entering expensive retail environments. Memorable Quotes “I wanted an authentic cocktail without compromise.” “Everything we do has a story behind it.” “Sometimes it’s not about the financials—it’s about the founder and the story.” “Don’t be everything to everybody. Find your market and stick with your market.” “Hustle starts the business, but operations give you scale.” “If it tastes too much like alcohol and you gave me a one-star review—thank you. That means I did my job.” Overall Message This episode is a real-world entrepreneurial blueprint showing how clarity of vision, emotional authenticity, disciplined planning, and niche focus can turn a personal idea into a scalable national brand. Monica Cornitcher exemplifies the modern founder:visionary, data-aware, emotionally intelligent, and unapologetically authentic. #SHMS #BEST #STRAW #AMISee omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Monica Cornitcher. Entrepreneurial journey, the inspiration behind Medase Cocktails, and the realities of launching, funding, and scaling a premium nonalcoholic spirits brand in a highly competitive market. Purpose of the Conversation The purpose of the episode is to: Educate aspiring entrepreneurs on how to build a differentiated consumer brand Demonstrate the importance of storytelling, market clarity, and operational discipline Highlight the growth of the nonalcoholic / zero‑proof beverage movement Inspire founders—especially founders of color—to own their niche, seek capital strategically, and scale intentionally. Key Takeaways 1. Business Built from Personal Need and Purpose Medase Cocktails was co‑founded by Monica and her lifelong friend during her friend’s battle with breast cancer, a time when alcohol was no longer an option—but celebration still mattered. The brand was created to allow people to celebrate authentically without alcohol It carries emotional depth rooted in friendship, gratitude, and loss Monica continues the mission after her co‑founder passed away in 2024 Lesson: Purpose-driven businesses create deeper emotional connection and long-term brand equity. 2. Differentiation Is Everything Monica deliberately rejected the “sparkling water with flavor” model common in nonalcoholic drinks. Her differentiators include: Authentic cocktail taste (Old Fashioned, Margarita, Moscow Mule) Organic juices, not artificial flavors Bold packaging that stands out on shelves Drinks designed to smell, taste, and feel like real cocktails Lesson: Competing on authenticity—not cost—is how you carve out market share in crowded spaces. 3. Brand Names and Stories Matter The name “Medase” means “thank you” and reflects gratitude, friendship, and emotional support. Monica emphasizes: Every flavor name, color, and product decision has a story A strong brand narrative creates curiosity, loyalty, and investor interest Lesson: People invest in brands they feel—emotionally, not just intellectually. 4. Venture Capital Is Not Just About Numbers While financials matter, Monica stresses that VCs also invest in founders and stories. What helped her secure venture capital: A compelling personal story Relevant founder skill sets (M&A, law, operations) Clear understanding of the market opportunity Lesson: Early-stage funding often depends on who you are and why you’re building, not just revenue. 5. Research, Planning, and Discipline Before Launch Unlike many food startups, Medase did not begin in a kitchen. They: Conducted a feasibility study Built a formal business plan Worked with a Black female food scientist Set strict personal funding limits before seeking capital Lesson: Preparation reduces risk and builds long-term sustainability. 6. Scaling Requires Operational Maturity As sales increased—especially on Amazon—Monica emphasized the need to move from “hustle mode” to operational excellence. Key scaling principles: Understand unit economics Track ROI for events and activations Adjust pricing as volume increases Build strategy across marketing, operations, and distribution Lesson: Hustle starts the business; operations grow it. 7. Niche First, Expansion Later Medase does not try to be “everything to everyone.” Core customers include: People seeking a break from alcohol Health-conscious consumers Black men looking for alcohol replacements Consumers wanting cocktail taste without hangovers Lesson: Strong niches create loyal advocates who fuel organic growth. 8. Smart Distribution Strategy Rather than rushing into retail, Monica prioritized direct-to-consumer channels: Amazon (top-performing channel) Brand website TikTok Shop Only after 6–7 months of traction did retail expansion become viable. Lesson: Control your margins and demand before entering expensive retail environments. Memorable Quotes “I wanted an authentic cocktail without compromise.” “Everything we do has a story behind it.” “Sometimes it’s not about the financials—it’s about the founder and the story.” “Don’t be everything to everybody. Find your market and stick with your market.” “Hustle starts the business, but operations give you scale.” “If it tastes too much like alcohol and you gave me a one-star review—thank you. That means I did my job.” Overall Message This episode is a real-world entrepreneurial blueprint showing how clarity of vision, emotional authenticity, disciplined planning, and niche focus can turn a personal idea into a scalable national brand. Monica Cornitcher exemplifies the modern founder:visionary, data-aware, emotionally intelligent, and unapologetically authentic. #SHMS #BEST #STRAWSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Monica Cornitcher. Entrepreneurial journey, the inspiration behind Medase Cocktails, and the realities of launching, funding, and scaling a premium nonalcoholic spirits brand in a highly competitive market. Purpose of the Conversation The purpose of the episode is to: Educate aspiring entrepreneurs on how to build a differentiated consumer brand Demonstrate the importance of storytelling, market clarity, and operational discipline Highlight the growth of the nonalcoholic / zero‑proof beverage movement Inspire founders—especially founders of color—to own their niche, seek capital strategically, and scale intentionally. Key Takeaways 1. Business Built from Personal Need and Purpose Medase Cocktails was co‑founded by Monica and her lifelong friend during her friend’s battle with breast cancer, a time when alcohol was no longer an option—but celebration still mattered. The brand was created to allow people to celebrate authentically without alcohol It carries emotional depth rooted in friendship, gratitude, and loss Monica continues the mission after her co‑founder passed away in 2024 Lesson: Purpose-driven businesses create deeper emotional connection and long-term brand equity. 2. Differentiation Is Everything Monica deliberately rejected the “sparkling water with flavor” model common in nonalcoholic drinks. Her differentiators include: Authentic cocktail taste (Old Fashioned, Margarita, Moscow Mule) Organic juices, not artificial flavors Bold packaging that stands out on shelves Drinks designed to smell, taste, and feel like real cocktails Lesson: Competing on authenticity—not cost—is how you carve out market share in crowded spaces. 3. Brand Names and Stories Matter The name “Medase” means “thank you” and reflects gratitude, friendship, and emotional support. Monica emphasizes: Every flavor name, color, and product decision has a story A strong brand narrative creates curiosity, loyalty, and investor interest Lesson: People invest in brands they feel—emotionally, not just intellectually. 4. Venture Capital Is Not Just About Numbers While financials matter, Monica stresses that VCs also invest in founders and stories. What helped her secure venture capital: A compelling personal story Relevant founder skill sets (M&A, law, operations) Clear understanding of the market opportunity Lesson: Early-stage funding often depends on who you are and why you’re building, not just revenue. 5. Research, Planning, and Discipline Before Launch Unlike many food startups, Medase did not begin in a kitchen. They: Conducted a feasibility study Built a formal business plan Worked with a Black female food scientist Set strict personal funding limits before seeking capital Lesson: Preparation reduces risk and builds long-term sustainability. 6. Scaling Requires Operational Maturity As sales increased—especially on Amazon—Monica emphasized the need to move from “hustle mode” to operational excellence. Key scaling principles: Understand unit economics Track ROI for events and activations Adjust pricing as volume increases Build strategy across marketing, operations, and distribution Lesson: Hustle starts the business; operations grow it. 7. Niche First, Expansion Later Medase does not try to be “everything to everyone.” Core customers include: People seeking a break from alcohol Health-conscious consumers Black men looking for alcohol replacements Consumers wanting cocktail taste without hangovers Lesson: Strong niches create loyal advocates who fuel organic growth. 8. Smart Distribution Strategy Rather than rushing into retail, Monica prioritized direct-to-consumer channels: Amazon (top-performing channel) Brand website TikTok Shop Only after 6–7 months of traction did retail expansion become viable. Lesson: Control your margins and demand before entering expensive retail environments. Memorable Quotes “I wanted an authentic cocktail without compromise.” “Everything we do has a story behind it.” “Sometimes it’s not about the financials—it’s about the founder and the story.” “Don’t be everything to everybody. Find your market and stick with your market.” “Hustle starts the business, but operations give you scale.” “If it tastes too much like alcohol and you gave me a one-star review—thank you. That means I did my job.” Overall Message This episode is a real-world entrepreneurial blueprint showing how clarity of vision, emotional authenticity, disciplined planning, and niche focus can turn a personal idea into a scalable national brand. Monica Cornitcher exemplifies the modern founder:visionary, data-aware, emotionally intelligent, and unapologetically authentic. #SHMS #BEST #STRAWSee omnystudio.com/listener for privacy information.

Did Daily Wire really torch $100 million on Bentkey? Marcus Pittman, CEO of LOOR TV, called the collapse of conservative streaming years before it happened - and he is back on the show to explain exactly why conservative entertainment keeps losing. Four years ago Marcus came on with a contrarian pitch that made VCs laugh in his face - Netflix meets Kickstarter, where subscribers decide what gets made. Today he has funded nearly 40 pieces of content for under a million bucks, the same number the venture guys swore would cost over $100 million. He bet against the room and the room was wrong. Here is the mistake that keeps sinking the right. Conservatives build content for the parent and forget the parent is not the consumer - the kid is. McDonald's figured this out with the Happy Meal in the 70s. Chuck E Cheese figured it out. Bentkey never did, ad the bill came due to the tune of nine figures. Then we get into the part nobody on our side wants to hear. Rumble keeps screaming "free speech platform" while quietly admitting they have no Mr. Beast. Microsoft lit $100 million on fire chasing Ninja over to Mixer. The pattern is always the same - buy the big name, wait for the audience to follow, watch it crash. Marcus lays out the open letter he wrote Chris Pavlovsky and the playbook that actually builds an audience from zero. We close on where this is all going - why Gen Z does not care about celebrities, why the next great Christian film might be a Ryan Gosling space movie, and why the human connection that AI can never fake is the whole ballgame. If you build, fund, or just consume content, this one will recalibrate how you think about the entire game. CHAPTERS: 00:00 - The $100M Question Hollywood Won't Answer 01:23 - The Guy Who Called Every Conservative Streaming Flop 03:41 - The Consumer vs. The Purchaser Mistake 05:36 - What the Happy Meal Teaches About Kids' Content 08:03 - How Daily Wire Torched $100 Million on Bentkey 09:52 - VeggieTales Did It Right (A Hammer In Search of a Nail) 11:28 - Build What People Actually Want 12:39 - The Cable TV Playbook Nobody Runs Anymore 15:23 - Is "Project Hail Mary" the Christian Film We've Been Waiting For? 17:46 - The Blind Spot: Nobody Builds For Young Men 18:14 - "There's No Market" Is a Lie (Tesla, Uber, the Wright Brothers) 21:37 - Rumble's Real Problem - Where's Their Mr. Beast? 24:26 - The Open Letter to Chris Pavlovsky 27:40 - The $100M Mixer Disaster 29:45 - Why Gen Z Doesn't Care About Celebrities Anymore 33:23 - The Human Connection AI Can't Fake 36:40 - Where to Find LOOR TV + Final Thoughts Today's Guest - Marcus Pittman / LOOR TV: LOOR.tv (join, or hit the Creator / Investor tabs before logging in): https://www.loor.tv Marcus on X: https://x.com/ImKingGinger LOOR on X: https://x.com/WatchLOOR Marcus's Substack ("Poorly Written"): https://substack.com/@marcuspittman Marcus's Federalist piece, "Project Hail Mary Is The Masculine Christian Film You've Been Waiting For": https://thefederalist.com/2026/04/07/project-hail-mary-is-the-masculine-christian-film-youve-been-waiting-for/ Marcus's first time on the show (Ep. 437, Feb 2022): https://www.briannicholsshow.com/437-fighting-the-culture-with-great-storytelling-with-loortv-ceo-marcus-pittman/ The Brian Nichols Show: Home base (listen + watch everywhere): https://www.briannicholsshow.com Apple Podcasts: https://podcasts.apple.com/us/podcast/the-brian-nichols-show/id1334346967 Rumble: https://rumble.com/c/TheBrianNicholsShow Follow Brian on X: https://www.briannicholsshow.com/twitter (@BNicholsLiberty) Follow Brian on Facebook: https://www.briannicholsshow.com/facebook More from Brian - CX Without the BS: https://podcasts.apple.com/us/podcast/cx-without-the-bs/id1747979147 Listener questions: brian@briannicholsshow.com Today's Sponsor - Cardio Miracle Support your heart health and the show - for 15% off: https://CardioMiracle.com/TBNS Learn more about your ad choices. Visit megaphone.fm/adchoices