1.) How Brian made his way from Airbnb to founding one of the early disruptors in the crypto space with Coinbase?
2.) Doing an 80/20 analysis, what are the 3 fundamental differences between Bitcoin and ethereum? What is Brian’s opinion on the scaling path ahead for ethereum? How do the teams behind ethereum and Bitcoin differ and what effect do these differing approaches have?
3.) What is an ICO? Does Brian believe ICOs will be a sustainable method of company financing in the future? What needs to take place to ensure for the continued momentum of ICOs? What have been the biggest surprises of ICOs for Brian?
4.) How does Brian view the regulatory stance around both ICOs and blockchain more generally? What is he concerned will happen? What would be the optimal regulatory framework for the theme to thrive?
5.) How does the rise of blockchain disrupt the VC industry? Why does Brian agree with Naval in stating the future will involve the unbundling of money, control and advice from the realms of VC?
Kirsten Green is the Founding General Partner @ Forerunner Ventures, where she has raised over $250M from leading investors and has invested in more than 40 early-stage companies. Forerunner Ventures is the only VC firm to invest in both Dollar Shave Club and Jet.com, two of the biggest and highest-profile e-commerce exits in recent years, and counts Birchbox, Bonobos, Glossier, Hotel Tonight, Warby Parker and Zola among its portfolio companies. She’s been honored in Time’s 100 Most Influential People in 2017, named VC of the Year at TechCrunch’s 2017 Crunchies Awards, and is part of Forbes 2017 Midas List.
1.) How Kirsten came to found one of the most successful early stage funds of the past decade in Forerunner?
2.) Question from Michael Kim @ Cendana: How does Kirsten view the optimal portfolio construction theory for a thematically specialized consumer fund? What is the one question Kirsten asks herself pre-investing in a startup?
3.) Question from David Pakman @ Venrock: Given the scope of consumer as a space, is Forerunner large enough to attain the required ownership levels? What does this mean for the future of Forerunner in terms of further funds, opportunity funds and entry points?
4.) What are the 3 core principles to developing an exciting investment opportunity in the consumer space? What commonalities do they have? What do you look for in a consumer brand founder that might be different from a software founder?
5.) Why does Kirsten believe that Amazon has done more to make the market opportunity than they have to crush it? What makes Kirsten believe we really are in the early innings for commerce? How will we see the notion of brand evolve over the coming years?
As always you can follow Harry, The Twenty Minute VC and Kirsten on Twitter here!
Peter Fenton is a General Partner @ Benchmark, one of the world’s leading VC funds with a portfolio including the likes of Twitter, Uber, Snapchat, eBay, WeWork, Yelp and many more revolutionary companies of the last decade. Peter himself sits or has sat on the board of Twitter, previous guest Cockroach, Optimizely, New Relic and ZenDesk just to name a few. Prior to Benchmark, Peter was a Managing Partner @ Accel. It is clearly not just me that has a man crush on Peter though as he has been named to Forbes Midas List for many consecutive years with the last list placing Peter as No 3 in the world.
1.) How Peter made his way into the world of VC with Accel and came to be a General Partner @ Benchmark?
2.) How does Peter differentiate between the good and the great VCs? How can VCs use hyper-curiosity and hyper-competitiveness to improve their investing ability? Why does Peter not believe that operational experience is a necessity pre-VC?
3.) How does Peter view the importance of valuation in the investment decision making process? How much of a role does it play for him and what is his psychology around valuation, especially with regards to ownership levels?
4.) Why is Peter amused when he hears other investors say they must ‘invest in big markets’? What were his big takeaways from watching the investment and hyper-growth journey of Snapchat? How did that influence his view on markets?
5.) Peter has previously said that he is a ‘student of great board members’. What are the commonalities among the truly great board members? How do they engage and interact with the entrepreneur? How do they get the most out of their fellow board members?
As always you can follow Harry, The Twenty Minute VC and Peter on Twitter here!
Matt Straz is the Founder & CEO @ Namely, the leading HR platform for mid-sized companies. Since founding Namely, Matt has grown Namely to over 1,000 clients, 150,000 users, and has raised $158M from the likes of Sequoia Capital, True Ventures, Matrix and Bullpen, just to name a few. Prior to Namely, Matt was co-founder of Pictela, an ad tech company he sold to AOL in 2010, and a long-time media and advertising executive. Due to this success, Matt has been named one of the 100 most intriguing entrepreneurs by Goldman Sachs.
1.) How Matt made his first forays into the world of tech and startups and the a-ha moment for the founding of Namely?
2.) When does one go from a world-class startup team to a world-class leadership team? How did Matt go about making this transition? What were the core challenges? Does Matt agree with Chris Caren in saying, “you should look to individuals with 3-4 years of runway”?
3.) When upscaling, how does Matt think about internal promotion vs external hire? What is the right way to communicate that to the current team? Where do most managers go wrong in expectation setting with their team?
4.) What role does the board play in the upscaling of management? What process takes place for new senior hires to be made? How does Matt look to balance the challenge of negotiating with the current team and the board on new hires?
5.) Why was Matt wrong in his initial response this year for Namely’s need to reset their Mission, Vision and Values (MMV)? When must all companies look to revisit this? How does Matt look to balance the immediacy of today with product roadmap and vision of tomorrow?
As always you can follow Harry, Matt and The Twenty Minute VC on Twitter here!
Olaf Carlson-Wee is the Founder & CEO @ Polychain Capital, one of the world’s premier funds actively managing a portfolio of blockchain assets. Having founded the firm less than 2 years ago with their initial $4m fund, Polychain now has over $200m AUM with backing from the likes of Sequoia, Founders Fund, Andreessen Horowitz and USV just to name a few. Prior to founding Polychain, Olaf was the first employee at Coinbase serving as their Head of Risk and as product manager. In addition, Olaf has also been an active angel with a portfolio including the likes of Robinhood, Ethereum and Numerai.
1.) How Olaf made his way into the world of crypto from academic studies to Coinbase to today with Polychain?
2.) What really is Polychain Capital and what is the primary mandate with the $250m AUM? With the firm’s investments being always liquid, how does one look to stay aligned to founders with an exit possible at any time?How does Olaf think about LP fund withdrawal, would that symbolize a snowball effect in the crypto space?
3.) How does sourcing crypto opportunities differ from sourcing venture opportunities? How does the subsequent DD process change when evaluating crypto opportunities? What does Olaf want to see in whitepapers and what are the big red flags when analysing crypto investments?
4.) How does Olaf think about the exit environment for crypto assets? How does Olaf believe traditional corporate acquirers will respond to crypto assets and those that have raised through ICO? What does Olaf mean when he says, “we will see token network acquisitions in the future”?
5.) Have tokens created a paradigm shift in the method through which companies are funded? Charlie Lee @ Litecoin stated on the show, “ICO’s were his biggest concern for crypto”. Does Olaf share this concern and where does he see the nuances?
Jyoti Bansal is the former Founder & CEO of AppDynamics, backed to the tune of over $350m in VC funding from the likes of Lightspeed, Greylock and Kleiner Perkins, just to name a few, before it’s ultimate acquisition by Cisco for $3.7Bn. Today, Jyoti is the Founder and CEO of BIG Labs, essentially a laboratory for creating, developing, and launching innovative ideas. The first of these ideas being turned into companies being, Harness.io the industry’s first continuous delivery as a service platform, where Jyoti is the Founder & CEO. As a result of his tremendous success, Jyoti has been a recipient of many leadership awards including, “Best Cloud Computing CEO to Work For,” “Best CEO” by San Francisco Business Times.
1.) How Jyoti made his way from selling farm machinery with his father in India to founding and selling AppDynamics for $3.7Bn?
2.) How does Jyoti look to build world class teams around him? What are the core characteristics and profiles and seed success into an organisation? How does Jyoti look to optimise each individual function in the organisation?
3.) What did the sale process of AppDynamics look like? Did Jyoti and the team run a dual process of acquisition & IPO? How did the deal come about? What were the negotiations like? Why did Jyoti turn down the first two offers? What was critical to the successful deal?
4.) Jyoti has said before, “there are 3 simple things VCs look for”. What are those 3 things? How did the fundraising of AppDynamics go in the early days? What was it about the first 20 pitches that made VCs say no? What does Jyoti most look for now when choosing the VCs to work with?
As always you can follow Harry, The Twenty Minute VC and Jyoti on Twitter here!
Jake Flomenberg is a Partner @ Accel, one of the top performing venture funds of the last decade with investments in the likes of Dropbox, Slack, Facebook, Deliveroo and Atlassian, just to name a few. As for Jake, at Accel he specializes on all things Big Data and has led investments in the likes of Demisto, Origami Logic, Sumo Logic, Trifacta, and Zoomdata. Prior to Accel, Jake was director of product management at Splunk, where he was responsible for the product’s user interface and big data strategy. Before that, he worked at Cloudera where he helped the founding team tackle a broad array of sales, marketing and product issues.
1.) How Jake made the transition from the world of operations with Cloudera and Splunk to the other side of the table, as Partner at Accel?
2.) Why does Jake believe a large element of his role is “how to make AI not BS”? How does he approach this from the three-legged stool of machine learning, data and workflow? How do each subsequently rank?
3.) To what extent is Jake concerned by the data incumbency advantages that are present in the market with Google, Amazon, Facebook and Apple (GAFA)? Where is the room for real opportunity and innovation? When should a startup be concerned about GAFA entering?
4.) How does Jake respond to Aaron Van Devender’s suggestion that the value of large datasets is overplayed? Where are the inflection points in dataset value? How does David compare the value of initial data vs derivative data and the subsequent value?
5.) How does Jake assess the current state of the cybersecurity market? Is this increased investment period sustainable or due to more macro attention and events? Where does Jake feel the real opportunity is in cyber today? Where is it overplayed?
As always you can follow Harry, The Twenty Minute VC and Jake on Twitter here!
Rich Wong is a General Partner @ Accel, one of the world’s leading venture funds with investments in the likes of Dropbox, Slack, Facebook, Deliveroo and Atlassian, just to name a few. As for Rich, Rich has led investments in the likes of Rovio (IPO), SwiftKey, AdMob, MoPub and more incredible companies. Rich also sits on the boards of the likes of Checkr, Osmo, Rovio and Atlassian where he was first outside Board member and lead investor. Prior to joining Accel, Rich served as SVP of products for mobile pioneer, Openwave Systems and CMO of Covad Communications.
1.) How Rich made his way into the world of VC with Accel from OpenWave and having been active in the mobile and broadband ecosystems?
2.) What does Rich mean when he states the rise of the “Globalisation of VC”? How does Accel both find and win deals in locations such as Australia, Finland? How do the founder’s mentalities differ to Bay area founder mentality?
3.) How does Rich think about price sensitivity when assessing opportunities? What would be considered a good return multiple when investing from the early stage fund? How does this differ from the growth fund?
4.) What is the internal structure of investment decision making at Accel? How does Rich analyze reserve allocation? How does initial to reserve decision-making differ? How does the Accel partnership determine the 10% of portfolio that are “winners”?
5.) Question from Manu Kumar @ K9: How does Rich decide when is the right time for a company to scale? What is the balance of not too early and not too late? How should unit economics play a role in this decision? What characteristic must be inherent within multiple functions of the business, pre-scaling?
As always you can follow Harry, The Twenty Minute VC and Rich on Twitter here!
Debbie Sterling is the Founder & CEO @ Goldieblox, an award‐winning toy company on a mission to “disrupt the pink aisle.” An engineer and entrepreneur, Sterling has made it her mission in life to tackle the gender gap in science, technology, engineering and mathematics. Sterling was named TIME’s “Person of the Moment” and Business Insider’s “30 Women Who Are Changing the World” and is regarded as one of the leaders of the movement toward getting more girls interested in engineering and technology. In January 2014, GoldieBlox beat out more than 20,000 businesses in a contest run by Intuit to become the first‐ever small business to air a commercial during the Super Bowl.
1.) How Debbie overcame the “engineering boys club” at Stanford and the a-ha moment that led to the creation of Goldieblox?
2.) How does Debbie look to overcome those really tough times as an entrepreneur, from exclusion to the “engineering boys club” to a harsh reception at an accelerator, how did Debbie look to deal with that personally?
3.) Question from Kanyi Maqubela: Is the gender diversity issue primarily a pipeline problem? Where are the key cracks in the system? What does Debbie believe is the point of key leverage?
4.) Question from Harley Finkelstein @ Shopify: How does Debbie ensure that everyone of Goldieblox’s videos go viral as it does? What is both the content creation strategy? How does Debbie look to optimise distribution of their content to attain that virality?
5.) Why does Debbie believe that VCs are missing a massive opportunity by not investing in CPG and hardware? What single value add would be most attractive to Debbie for an investor entering the space? What must hardware and CPG founders really look for in their investor base?
As always you can follow Harry, The Twenty Minute VC and Debbie on Twitter here!