Being a venture capitalist to me is like being more of a psychologist. So if you come to my office we have two chairs with a table in the middle. And we sit down and it's like, Tell me your problems.

The companies I have traditionally seen do best over the long term had lead investors for their seed rounds

The construct of a dashboard, first of all should be drafted by the founder.

Possibly the most important thing you do is actually edit the team.

The real thing you do is you ask a lot of questions.

Transparency people talk a lot about, it's a goal everybody ascribes to but when push comes to shove, very few people actually adhere to it.

The more you simplify, the better people will perform. People can not understand and keep track of a long complicated set of initiatives. So you have to distill it down to one, two, or three things and use a framework they can repeat, they can repeat without thinking about, they can repeat to their friends, they can repeat at night.