Alex Moore (@AustinGiraffe), investor at 8VC and board member at Palantir, joins Lucas Bagno and Ian Cinnamon on this episode of Solarpunk. Takeaways:- Alex was one of the original team members at Palantir. He says that helping build the company helps him pattern match today to find the best founders.- Defense investing is not like normal VC investing. The usual model of investing $2M, then $10M, then $30M to give a company momentum doesn’t work when you have to deal with budget cycles, lobbying, and politics.- It typically requires $1B to get a defense company to IPO.- Alex would like to see procurement officers in the US government be allowed to be more entrepreneurial and for the government itself to move away from rigid line item budgeting, so that it wouldn’t take 2-3 years for high priority items to make it into the budget.- He would like to radically expand the SBIR program so that more contracts go to startups.- Governments should be picking winners, in his opinion. The best tech should win the whole market and the government should invest in the one big startup that will deliver massive scaled solutions.Thanks for listening — if you like what you hear, please review us on your favorite podcast platform.Check us out on the web at www.villageglobal.vc or get in touch with us on Twitter @villageglobal.Want to get updates from us? Subscribe to get a peek inside the Village. We’ll send you reading recommendations, exclusive event invites, and commentary on the latest happenings in Silicon Valley. www.villageglobal.vc/signup

Investing in Defense with Alex Moore

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We're excited to launch a new EIR program for data science founders in partnership with Rackhouse Ventures, founded by Kevin Novak. Learn more about the program: https://www.villageglobal.vc/rackhouse-village-global-eir-programKevin Novak (@novakkm), an early Uber employee, was instrumental in developing their data science program and was the creator of surge pricing.Highlights:- Kevin, originally a nuclear physicist, applied his analytical skills to develop Uber's first surge pricing model in three weeks—a task that would typically take six months in academia.- He says that founders shouldn’t wait until they have plenty of data to make decisions — instead, start with first principles thinking while also building a virtuous data cycle by ensuring you are collecting data that will inform future decisions.- He comments that AI might be “overhyped on average” at the moment. The first breakthrough product is essentially an API, which has led to incumbents responding more quickly and more aggressively. Kevin argues that if you are founding a generative AI company, you are effectively making the claim that incumbents won’t be able to respond and implement an LLM themselves.- Kevin cautions founders not to fall in love with any one idea too early. It’s better to hedge your bets and experiment with one or two. Through trial and error, you can eventually decide on one idea that has the potential to be a strong business. - For the Village Global-Rackhouse EIR program, we’re looking for founders with deep passion for founding a company. We don’t require you to have your idea and team established. Thanks for listening — if you like what you hear, please review us on your favorite podcast platform. Check us out on the web at villageglobal.vc or get in touch with us on Twitter @villageglobal.

Lessons from the Early Days at Uber and Advice for Founders with Kevin Novak

This encore episode is a recording of a special masterclass roundtable session for our founders with John Donahoe. John is CEO of Nike and was previously CEO of ServiceNow and eBay. He is known as one of the most inspirational leaders in Silicon Valley and is a highly sought-after mentor to CEOs including Brian Chesky at Airbnb, Drew Houston at Dropbox, and Ben Silbermann at Pinterest. We’re honored to have him among our small group of world-class executives and collaborators whose time and expertise help power our network of founders at Village Global. He shared advice on when to hire ahead, invest in and train, or replace personnel on your team and gave insight into his most common piece of advice on professional growth when advising CEOs. Quotes From This Episode "When you talk about priorities at an aspirational level, they overlap a lot. People start realizing we're more similar than we're dissimilar." "Adversity never feels fun. I don't seek adversity. But I'm no longer scared of adversity. When it emerges, instead of trying to run from it, I now accept that it is a reality and I say, 'well, at least I'm going to learn and grow.'" "My experience has been that around any issue that involves change, you have roughly 20-25% of people who want to be part of it, no matter what the topic is, you have 25-30% of people who want to fight it, and you have the 50% of people in the middle saying 'which side is going to win?'" "[When someone is let go] The fear is humiliation usually. That's almost a bigger fear than actually leaving the company." "We're never as good or as bad as labels make us out to be." "I would say in general, for every 10 hours of business development conversations, 8 of them are a waste." "I do gratitude practice driving into work every morning. It's proven in brain science that your brain becomes more negative over time. But it's also been proven in brain science that you can counteract that." "The older I get, the more I've made friends with uncertainty. I don't avoid uncertainty. Uncertainty is as present to me today as it was before but I'm a little more comfortable with it today." Thanks for listening — if you like what you hear, please review us on your favorite podcast platform. Check us out on the web at villageglobal.vc or get in touch with us on Twitter @villageglobal.

Encore Episode: John Donahoe’s Lessons on Leadership and Being a Better CEO

Chris Lunt is a technology executive with more than 25 years of experience building web services and data platforms. He is in his seventh year as the CTO for the NIH's All of Us Research Program. He joined the NIH from GetInsured, where he worked to improve health insurance shopping and enrollment systems. Previously Chris ran VC-backed internet startups, with one IPO.Highlights:- Chris is hopeful about Silicon Valley going back to its roots to create sociological change by uniting people and being thoughtful about what the world should look like. Over the last couple decades it has become more venal.- Chris believes in the power of investing public money to create opportunities. He says that Silicon Valley is largely the story of a public private partnership and that it’s hard to do certain fundamental research in a purely market-based economy.- Chris says that the initiatives around Web3 weren’t grounded in a realistic understanding of human nature and the result was not a good outcome.- Healthcare is one of the most conservative industries but a way to drag it into the future is for the government to mandate change. Health records are currently built for billing purposes rather than for improving health. It’s also not all that long ago that hospitals were using paper records until the Affordable Care Act required that they digitize.- There is a moment coming soon where there is an opportunity to completely reimagine healthcare delivery. A generalist will be able to help a person navigate between various providers and specialists instead of the current fragmented approach.Thanks for listening — if you like what you hear, please review us on your favorite podcast platform. Check us out on the web at villageglobal.vc or get in touch with us on Twitter @villageglobal.

Identifying 275M Unreported Genetic Variations To Improve Healthcare with NIH All of Us Program CTO Chris Lunt

Michael Hochberg (https://www.linkedin.com/in/hochberg/) is a physicist and a founder of four successful startup companies in semiconductors and telecommunications, including Luxtera, acquired by Cisco in 2019, and Elenion, acquired by Nokia in 2020. He won the highest awards for young scientists in Singapore (NRF Fellowship) and the United States (PECASE), is an author on over 60 patents, and has been involved in the creation of over 30 companies in biotech and applications of silicon photonics. Highlights: - In college Michael would tie together clusters of Dell machines to replicate the performance of supercomputers. - The core of building a successful company in Michael’s view is hiring the best people. The best can solve really hard problems but hiring mediocre people results in even trivial problems being unsolvable. - Silicon photonics chips are replacing things that could previously only be done in silicon. Data centres and telecom systems are now dominated by silicon photonics. - There’s a fundamental difference between co-founders and early employees but that line can often be blurred, often at the peril of the founding team. - Michael says that founders don’t do enough diligence on their co-founders. Companies often last longer than most marriages so it’s important to throughly reference check your co-founders, ask specific and tactical open-ended questions of them, and see them deliver tangible results before you start a company together. - It’s important to be aligned on what success means to you and your co-founders. Two people may have very different definitions of what “a lot of money” means — that could be enough money to buy a house for one person and $100M for another. Thanks for listening — if you like what you hear, please review us on your favorite podcast platform. Check us out on the web at villageglobal.vc or get in touch with us on Twitter @villageglobal.

Building Hardware Companies and Choosing Co-Founders with Michael Hochberg

Matt Pellini, Managing Director at Hamilton Lane, joins Olga Serhiyevich on this episode. Highlights:- Matt says the secondaries market has grown over 5x from 15 years ago to now.- Selling in the secondary market used to be a sign of distress but is no longer. There are many different reasons for doing so and it’s mostly a sign of a manager being more active in the overall management of the fund.- Secondaries, in contrast to other asset classes in the private markets, are typically lower risk, shorter duration, and are more IRR-focused.- It’s key for LPs to understand the motivations behind a GP’s intentions to engage in secondaries transactions. There are very good reasons for doing so but transparency is key.- AI is in vogue but technology is only as good as the data that it’s using. The most sophisticated data analysis is not going to give a firm much of an edge if it's using incorrect data or publicly available data.Thanks for listening — if you like what you hear, please review us on your favorite podcast platform. Check us out on the web at villageglobal.vc or get in touch with us on Twitter @villageglobal.

Investing in Defense with Alex Moore

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