Building 0-1

One of our theories is to seek out opportunities where there’s a major change. Major dislocation in the way things are. Wherever there’s turmoil, there's indecision. And wherever there’s indecision, there’s opportunity. So we look for the confusion when the big companies are confused. When the other venture groups are confused. That’s the time to s... See more

The downside of lead generation businesses is that they can be a race to the bottom if they're in a crowded and competitive market. The barriers to entry are essentially aggregating supply (i.e. buyers of leads or businesses willing to pay for new customers) so there is little in the way of defensibility. The other downside is that they are very tr... See more

Belief in oneself and one’s vision for how the world could be different is what fosters a cult — or what I like to call the “atomic unit of human coordination.”

Startups often assume their better funded competitors are doing well, which leads to dogmatically chasing/copying #1 if you’re #2+ #2 tries to catch up to #1 by running the same way but faster. It’s often the case #1 is headed in the wrong direction, and now #2+ is too

There is no ideal pitch deck. The narrative depends on what you’re building—but I really like this one: 1. Vision for the world in 5 years 2. The novel wedge that will get you there 3. How you plan to distribute it 4. What could go wrong 5. What you’ll prove by the time you need…

Non consensus approaches to picking businesses

Just as much as our job is to build something genuinely useful, something which really does make people’s working lives simpler, more pleasant and more productive, our job is also to understand what people think they want and then translate the value of Slack into their terms.