People should absolutely have a point of view about the political process themselves individually, but we're also at a point in the evolution of capitalism where any one individual's impacts are over estimated because there is enough regulation and guard rails. They may be odious and grotesque in what they say, but the practical day-to-day impacts from a policy perspective tend to be limited because the system made it so. That's why you see a lot of political apathy because people have internalized the inability for anyone either really really good or really really bad to do anything.

The point of Silicon Valley at least when I moved here was we're all trying to do stuff and none of us quite felt like we fit in anywhere else. But we were all trying to do good things. And the money was just the byproduct of good things. The idea that there's an obligation to have that thing happen in four years or five years or six years, I think we need to disavow that.

As you start the company, you start spending spending spending ahead of revenue but then you come out of it and very quickly you should become a company that spends less than it makes. And what I mean by very quickly, is that window of time should be in that 6 to 8 year time frame. And the reason is because if you build your business model correctly it's almost unavoidable.

What you should be in a rush for isn't necessarily the immediate monetary return, but it's to know that this equation existing between an employee and a company is being honored. What's the equation? I'm going to give you my most precious thing that I have - my time and my reputation. That's what the employee says. And the company says I'm going to take your time and your reputation and direct it at things that we believe collectively have a huge impact opportunity to do something extremely positive. And that positivity will get measured in impact and also economic upside.

The entrepreneurial struggle is the same at basically every stage in the sense that there's maybe slightly less risk but strategic issues are generally always the same. Now there's so much existential risk from another company either being able to compete or to disrupt you in the same way you're disrupting somebody else, an entrepreneur needs a real steady partner who has the ability to start working with them in the Seed or the A and be credible and value-add with strategic advice, and just be backstopped by so much capital that you can do any growth round or even a public round.

If you look at the ecosystem, entrepreneurs as a class have gotten younger, younger, and younger. They also as a class have become less and less and less experienced. The good part about that is that you're unlocking this ability to start a company to so many more people. That's an amazing positive. The negative is they're coming to that job with dramatically less experience than they've ever had. So there needs to be someone around the table that can then help them.

I think unfortunately in this gold rush mentality that we've been in for the last years there has been not enough focus on business model quality. So when push comes to shove, there actually aren't that many great businesses that can go public. Because I think if you're going to thrive as a public company, it presupposes that you make more money than you spend.