Bryant Wu

The systems-level thing is that we actually have to be very fast about getting back to people. Being able to schedule an all-partner in 48 hours or less is actually really important. Being able to make an investment decision with a group process without short circuiting due diligence within 48 to 72 hours, just speed is important because speed kill... See more

Apoorva's superpower is optimization. He's just said, "These are the 19 things we need to accomplish to make the unit economics work. And I'm halfway on this one and just laid it out."

He doesn't much believe in massages and lattes. But not because he's against massages and lattes in Silicon Valley. It's more because he has lived through market cycles where things get really tough. And he knows that there are market cycles and product cycles where you will be able to push the advantage if you've had the discipline during the good... See more

Typically what the consumer founder is, typically they're really young, they're digital natives, and they've made observations about the state of the digital world that typically more senior workers with more experience don't make.

The first is probably not having a team that has the skills. You so often run into people who can't code, but want to do a startup and then don't have a co-founder who can code. That's probably the number one

We still use that as one of the primary things that we look for when we sit across the founder is if I weren't doing what I'm doing now, which I love doing this. If I was going to go look for a job, would this be one of the top 10 places that I would want to go work at? Can you convince me?

Ignorant, or younger, or new entrepreneurs sometimes think that all money is equal when you're raising money, especially at your first round and your later rounds. You just think, "I just want to get the best price. Money is money." The ones who choose the wrong money learn pretty quickly of their errors. Company building is craftwork. It is not ma... See more