The Twenty Minute VC (20VC): Venture Capital | Startup Funding | The Pitch

Sam Lessin is a Co-Founder and Partner @ Slow Ventures with a portfolio including the likes of Airtable, Robinhood, Slack, Solana, PillPack and many more unicorn companies. Prior to Slow, Sam was a VP Product at Facebook having sold his company to Meta.

Frank Rotman is a founding partner of QED Investors, one of the leading fintech-focused venture firms investing today with a portfolio including the likes of Klarna, Kavak, Quinto Andar, Credit Karma and more. As for Frank, prior to QED, Frank was one of the earliest analysts hired into Capital One and spent almost 13 years there helping build many of the company's business units and operational areas.

Jason Lemkin is the Founder @ SaaStr one of the best-performing early-stage venture funds focused on SaaS. In the past, Jason has led investments in Algolia, Pipedrive, Salesloft, TalkDesk, and RevenueCat to name a few. Prior to SaaStr, Jason was an entrepreneur, selling EchoSign to Adobe for $100M where it is now a $250M ARR product.

1. The Seed Model Was Broken and What Comes Now:

• Why does Sam Lessin believe the model for seed of a "factory line" was broken?
• What does he believe will replace it?
• Why does Jason Lemkin argue that this might not be the case for SaaS and enterprise?

2. Round Construction: YC, Multi-Stage Funds and Party Rounds:

• Why does Sam Lessin believe we have seen the end of party rounds? Why does Jason Lemkin disagree and we will see more than ever?
• Why does Sam Lessin believe the factory model of YC churning out companies is over? Where does Jason Lemkin believe the value lies in the YC model?
• Will the multi-stage funds remain in seed? How has their entrance and deployment changed the seed market?

3. VC Value Add at Seed: Is it BS?

• Why does Jason believe all talent arms in venture firms have failed?
• Why does Sam believe that no VCs provide value?
• Do the best founders really need help? Why do Jason and Sam disagree?

4. What Happens Now:

• Why does Jason believe that every manager can write off their fund from 2021?
• Who will be the winners in seed in the next 10 years?
• Why does Sam believe if you want to bet on AI, just bet on Meta or Microsoft?
• What will happen to the many companies with no PMF but 10 years of runway?

Jason Lemkin is the Founder @ SaaStr one of the best-performing early-stage venture funds focused on SaaS. In the past, Jason has led investments in Algolia, Pipedrive, Salesloft, TalkDesk, and RevenueCat to name a few. Prior to SaaStr, Jason was an entrepreneur, selling EchoSign to Adobe for $100M where it is now a $250M ARR product.

1. WTF is Happening At Seed Right Now:

• Why does Jason believe seed is more active than ever?
• Is the pricing of seed rounds impacted since the downturn?
• Why does Jason believe it is not only not the end of party rounds but just the beginning of them?
• Why does Jason believe you cannot fail if you have $1M in ARR and an amazing founder?
• Why does Jason believe that seed investors cannot participate in "hot seed rounds" anymore?

2. Is Series A a Dead Zone:

• How does Jason analyze the Series A and B environment today?
• What has changed in what investors expect and want to see in potential Series A and B investments?
• What happens to the many companies who raised pre-emptive Series As and have 10 years of runway but no product-market fit?
• Why does Jason believe founders should offer to give the money back when it is not working?
• What happens to the Series A and B market in the next 18 months? When does it come back?

3. Growth: People are Too Negative!

• Why does Jason believe that growth is more active than many are giving credit for?
• What are the ARR benchmarks required to get a good growth round term sheet today?
• Why does Jason believe that VC DD is a load of BS?
• Why does Jason believe that every VC has fraud in their portfolio? Will they come out?

4. Ring That Bell: IPOs and M&A:

• Why does Jason believe 2024 will be an amazing year for IPOs?
• Why does much of the IPO market rely on Stripe and Databricks?
• What is needed for an amazing 2024 IPO market?
• How does Jason evaluate the M&A market in 2024? Will regulation get in the way?

5. Jason Lemkin: AMA:

• Why does Jason Lemkin believe this generation of workers will never work hard again?
• What is the only way for seed funds to make money investing in serial entrepreneurs?
• What does Jason know now that he wishes he had known when he started investing?

Vinod Khosla is the Founder of Khosla Ventures, one of the leading venture firms of the last decade with investments in OpenAI, Stripe, DoorDash, Commonwealth Fusion Systems and many more. Prior to founding Khosla, Vinod was a co-founder of Daisy Systems and founding CEO of Sun Microsystems.

1. The State of AI Today:

• Does Vinod believe we are in a bubble or is the excitement justified based on technological development?
• What are the single biggest lessons that Vinod has from prior bubbles?
• What is different about this time? What is Vinod concerned about with this AI bubble?

2. The Future of Healthcare and Music:

• How does Vinod evaluate the impact AI will have on the future of healthcare?
• How does Vinod analyse the impact AI will have on the future of music and content creation?
• Does Vinod believe that humans will resist these advancements?
• Who will be the laggards, slow to embrace it and who will be the early adopters?

3. Solving Income Inequality:

• Does Vinod believe AI does more to harm or to hurt income inequality?
• What mechanisms can be put in place to ensure that AI does not further concentrate wealth into the hands of the few?
• Does Vinod believe in universal basic income? What does everyone get wrong with UBI?

4. The Future of Energy, Climate and Politics:

• Why is forcing non-economic solutions the wrong approach to climate? What is the right approach?
• Why is Vinod so bullish on fusion and geothermal? How does fusion bankrupt entire industries?
• How does the advancements in energy and resource creation change global politics?
• Does Vinod believe Larry Summers was right; "China is a prison, Japan is a nursing home and Europe is a museum"?

5. Vinod Khosla: AMA:

• What is Vinod's single biggest investing miss?
• What does Vinod know now that he wishes he had known when he started investing?
• Why did the Taylor Swift concert have such a profound impact on him?
• What was Marc Andreesen like when he backed him with Netscape in 1996?

Ilir Sela is the Founder and CEO of Slice, the all-in-one ordering and marketing tech platform for local pizzerias. Through its partnerships, Slice has driven over $1B in earnings for over 18,000 independent pizzerias nationwide. Fun fact, Slice is also one of the largest employers in Macedonia and at one point, employed so many people there, they had to start their own school to train more people. Before Slice, Ilir started Nerd Force and sold it in 2008. Huge thanks to Jeff Richards (GGV) and Ben Sun (Primary) for some amazing questions today.

1. From Macedonia to the Bright Lights of NYC and Bentley Buying:

• How Ilir made his way into the world of startups having grown up in Macedonia?
• How did his less affluent upbringing impact his approach to company building?
• How does Ilir think about the importance of money? How did he come to buy a Bentley?
• What does Ilir know now that he wishes he had known when he started?

2. Why Bootstrapped Was Best & The Decision to Fundraise:

• Why did Ilir scale the business to $4M in revenue without ever fundraising?
• What does Ilir believe are the benefits of scaling businesses with less money?
• What would Ilir have done differently had he raised money earlier?
• What advice does Ilir have for founders who see competitors raising more money than them?

3. Why Delegation is BS and Your Upbringing F***** You Up:

• Why does Ilir believe that much of our upbringing can instill principles which make us a worse leader?
• Why does Ilir believe it is BS to hire great people and get out of the way?
• What are the single biggest mistakes Ilir sees founders make in company scaling?
• What have been some of Ilir's biggest lessons in talent acquisition?

4. Decision-Making 101:

• How does Ilir analyze his decision-making framework today?
• Where does he need to improve as a leader today? What does he need to do to get there?
• What has been the single best decision he made with Slice? What did he learn from it?
• What has been the worst decision he has made in the scaling process? How did that change his mindset?

Lori Jimenez is the Chief Revenue Officer at WorkRamp where she is responsible for sales, customer success, solutions engineering, sales development, and revenue operations. Over her 25-year career, Lori has a track record of scaling high-growth GTM teams at companies including Google, TripActions/Navan, Facebook, and Box.

1. From a First Sales Job at 15 Years Old to Leading Sales Teams at Google and Facebook:

• How Lori made her foray into the world of sales at the age of 15?
• What are 1-2 of Lori's biggest takeaways from her time at Google, Facebook and Box?
• What does Lori know now that she wishes she had known at the start of her career in sales?

2. The Sales Playbook: What, When and How:

• How does Lori define the "sales playbook"? What is it not?
• Should the founder be the one to create the sales playbook?
• When is the right time for founders to make their first sales hires?
• What is the right profile for the first sales hires?
• Should founders hire 2 sales reps at a time? What are the pros and cons?

3. The Hiring Process: Building the Sales Team:

• How does Lori structure the hiring process for all new sales hires?
• What are the must-ask questions to ask in every sales hiring meeting?
• What are the biggest red flags founders should look for when hiring for sales?
• What are Lori's biggest lessons on how to navigate compensation discussions with potential sales hires?
• What are Lori's biggest lessons on what title negotiation says about a candidate?
• What are the single biggest mistakes founders make when hiring for sales teams?

4. Scaling the Machine: Bringing the Dollars In:

• How does Lori approach discounting? When is the right time to do it?
• Is old-school enterprise sales and entertaining dead? How has it changed?
• How does Lori structure deal reviews? What is a good vs a bad reason to lose a deal?
• How does Lori approach multi-year deals? What is good? What is bad?

Marcelo Claure is the Founder & CEO of Claure Group, a multi-billion-dollar global investment firm. He is the Executive Chairman and Managing Partner of Bicycle Capital, a $500M Latin America-focused growth equity fund, and was appointed Chairman in Latin America of SHEIN, the global #1 on-demand fashion company in the world. Claure was also the CEO of SoftBank Group International where he launched SoftBank's $8B Latin America Funds, and had direct oversight for SoftBank's operating companies. As an entrepreneur, Marcelo built Brightstar from a small local distributor to the world's largest global wireless distribution and services company. In addition, Claure led the turnaround of US wireless telecommunications company Sprint and helped orchestrate its US$195 billion merger with T-Mobile.

Shu Nyatta is the founder of Bicycle Capital. Before Bicycle, Shu was most recently a Managing Partner at SoftBank Group International, where he launched and managed two separate funds - the SoftBank Latin America Fund and the Opportunity Fund for early-stage investments in US-based founders-of-color. In the first part of his SoftBank career, Shu was a founding Partner of SoftBank's Vision Fund. Several companies have retained him on their boards as an independent board member following his departure from SoftBank, including Lemonade (NYSE: LMND), Kavak and Tribal Credit. Shu also serves on the board of Endeavor Global - the leading global community of, by and for high-impact entrepreneurs.

1. From Deploying $10BN at Softbank to Founding Bicycle Capital:

• What was the founding moment for Marcelo and Shu in the founding of Bicycle?
• What does Shu believe is Marcelo's superpower? How has working with Marcelo changed the way he thinks?
• Why does Marcelo believe that he is not a good investor? How does Shu make him better, specifically?

2. Lessons from Investing $10BN at Softbank:

• What are 1-2 of the biggest lessons from investing $10BN over the last few years at Softbank?
• How did missing OpenAI and Nubank impact how Shu and Marcelo think and invest today?
• Why was losing $150M on Softbank's FTX investment, the biggest lesson of Marcelo's career?
• What are Marcelo and Shu doing differently at Bicycle, having seen how it went at Softbank?

3. The Venture World is Changing:

• Why do Marcelo and Shu believe the world of venture is changing? How is it changing most?
• Why are founders going directly to LPs to raise rounds today, over going to VCs?
• Do Marcelo and Shu believe that many VCs provide value?
• Who will win in the next 10 years of venture? Who will lose?
• Why do Marcelo and Shu believe you should not invest in founders that do not take your advice?
• Do Marcelo and Shu agree with the statement that "the best founders do not need your help"?

4. LATAM is Under Construction: It is Time to Build:

• What are the two reasons that the next decade will be the best ever for LATAM?
• What are the biggest misconceptions about the LATAM tech market?
• How do Marcelo and Shu answer the question of the lack of liquidity available with few M&A deals taking place and very few LATAM companies listing on the NASDAQ?
• How do Marcelo and Shu evaluate the withdrawal of foreign capital from LATAM tech markets? Is it good or bad? Have a load of US funds lost money on early-stage LATAM deals?

Stephane Kurgan is widely considered one of the best operators in Europe. During his tenure as COO @ King, King went from $65m to $2.4B in bookings, from 100 to 2,400 employees, and did a $7B IPO before being acquired by Activision Blizzard. Prior to joining King, Stephane served as CFO of Tideway Ltd. (acquired by BMC Software) and was the co-founder and CEO of Digital Reserve. Today, Stephane serves as a Venture Partner at Index Ventures, one of the leading venture firms of the last decade and more recently as an executive advisor at Technology Crossover Ventures.

1. From Belgium Boy to Europe's Leading Operator:

• How a CD Rom company was the starting place for one of Europe's best executives?
• What does Steph believe he is running away from?
• What does Steph know now that he wishes he had known when he started?

2. Four Criteria of Truly Great Leaders:

• What four traits do all truly special leaders have?
• What are the 1-2 that are the hardest to find in great leaders today?
• Why does Steph believe that even the best leaders are wrong 40% of the time?
• How does Steph approach decision-making? How has it changed over time?
• What is the most toxic element of decisions within companies today?
• When does Steph change plan because a decision is wrong vs stick to it?

3. Speed of Execution and Mission Statements:

• How important does Steph believe speed of execution is today?
• What are the elements that one can go fast on vs go slow and be very deliberate on?
• What elements has Steph gone fast on in the past that led to a mistake? How would he have changed his approach with the benefit of hindsight?
• Why does Steph believe that mission statements have different value at different company stages?
• What is Steph's biggest advice to founders on creating mission statements?

4. Delivering Feedback and Maintaining Trust:

• What are 1-2 of Steph's biggest lessons when it comes to delivering feedback well?
• What are the biggest mistakes founders make when delivering feedback today?
• Can trust be regained once lost? How?
• Does Steph start from a position of full trust or is it gained gradually over time?

Sri Batchu currently leads Growth at Ramp. He previously led Growth Strategy and Operations at Instacart where he also helped grow their Ads business. Prior to that, he was one of the first 50 employees at Opendoor where he built, scaled, and managed a variety of business teams including Analytics, Sales, and Pricing. During his time, the company grew from $100M to $5B+ revenue and to 1500+ people. He started his career in management consulting at McKinsey and also held various investing roles including in private equity at Bain Capital.

1. From Harvard to Private Equity to Leading the Best Growth Teams:

• How did Sri make his way into the world of growth with Instacart and Opendoor?
• What are 1-2 of his biggest takeaways from his time at Instacart? How did it change his approach and mindset towards growth?
• How did Zilllow burn themselves by buying homes? What did that teach Sri about hitting metrics and goal setting in growth teams?

2. Growth Teams Should Fail and Fail Fast:

• What is the right ratio of success to failure within growth teams?
• What are specific ways that growth teams can increase the speed with which they fail?
• How are the best post-mortems run? Who joins them? Who leads the agenda?
• What are Sri's biggest lessons on how to set the right goals?
• Where do so many growth teams go wrong with the North Star that they set for themselves?

3. Building the Bench: Hiring a Growth Team:

• When is the right time to make your first growth hires?
• What profile should your first growth hires be?
• How should one structure the interview process when hiring growth teams?
• What is the first question Sri asks all new hires?
• Why does Sri believe you have to hire slowly?
• Should candidates do case studies as part of the process, if so, on a new company or on the company they are interviewing for?

4. When Operators Become Investors:

• Why does Sri believe the best investors of the next 10 years will be operators?
• Why does Sri believe that operators can do due diligence to a higher level than traditional VCs?
• Why does Sri believe that investors should not take cold emails?
• Why does Sri believe that it is not wrong for an investor to hire from their portfolio companies?
• What does Sri believe the future of venture holds over the next 10 years?

Adam Mosseri is the Head of Instagram, where he is responsible for overseeing the engineering, product, and business teams and leading Meta's efforts on creators and Reels. Adam has been at Meta for more than fifteen years. He started at Meta as a designer for Facebook's mobile app before moving to product management, where he led the Facebook News Feed product and engineering teams, and served as the Head of Facebook News Feed. Adam began his career founding a design consultancy focused on graphic, interaction, and exhibition design before joining TokBox as the company's first designer.

1. From Designer to Product Leader to Instagram CEO:

• What did Adam learn from his first job bartending? How did it impact his approach to customer support and research?
• What are the top 1-2 pieces of advice Adam would give to someone wanting to make the move from individual contributor to leader?
• If Adam was "not amazing at anything", what did he do that enabled him to rise above the rest and become CEO of Instagram?
• What have been 1-2 of the biggest lessons from working with Mark Zuckerberg for 15 years?

2. A Deep Dive on the Wild Times as Instagram CEO:

• What has been Adam's single biggest mistake as CEO of Instagram?
• What does Adam believe is the least known feature within Instagram that has made them successful?
• What does Adam believe has been the biggest product decision he has made as CEO?
• Why does Adam believe that Instagram is too complicated as a product?
• Who does Adam believe is the most formidable competitor to Instagram?
• Was Instagram Reels a simple copy of TikTok? What have Instagram learned from TikTok?
• How does Adam respond to the statement that Instagram is a "copy-cat machine" and lacks innovaton?

3. Threads: The Journey from 0-100M Users in Three Days:

• Did Adam and the team expect the response they got to Threads?
• Why did they decide to break Threads out into a separate app?
• What went into bootstrapping the Threads friendship and interest graph?
• What was the Threads influencer activation strategy? What worked? What did not? Did they pay influencers? How did they choose which verticals to focus on?
• What is Adam's core focus with Threads today?
• How is the team analysing and measuring retention? What are their goals?
• What are the 1-2 core reasons why Threads would not work? How do they aim to prevent them?
• In 12 months, where will Threads be?

4. The Future of Consumer Social: What Happens Now?

• Does Adam believe we have seen the transition from the social graph to the interest graph? Is it that binary?
• Is it possible to have both the interest and the friendship graph all in one app?
• How does the monetization potential differ when comparing Threads (text) to Instagram (visual)?
• How important is it for the next consumer social platforms to have stars that are native to their platform (Mr Beast on Youtube, D'Amelio on TikTok etc.)

Jean-Denis Greze is Chief Technology Officer at Plaid where oversees global product business units across North America and Europe. Prior to joining Plaid, Jean-Denis was Director of Engineering at Dropbox. Jean-Denis is also a prolific angel investor with a portfolio including the likes of Nex Health, Merge.dev and Rupa Health to name a few.

1. The Journey to One of the Most Powerful CTOs:

• How JD made his way into the world of tech with his first role at Dropbox?
• How does JD analyse a Linkedin CV today? What are the signals of outperformers?
• What does JD know now that he wishes he had known when he started in tech?

2. Hiring the Best: 101:

• What are JD's single biggest lessons on hiring the best talent?
• What have been some of JD's biggest hiring mistakes?
• Why does JD believe founders need to be as good at firing as they are hiring?
• Does JD believe people can scale with the scaling of a company? If they do not scale, do you layer them or do you let them go?
• How does JD determine whether to bring in an external candidate vs promote someone from within?

3. Product Differentiation is not Sustainable:

• Why does JD believe that product differentiation is not sustainable? Why is UX as a moat BS?
• How does this lead JD to suggest Salesforce is a short in the public markets?
• Why does JD believe that Snowflake is also a short?
• What does Snowflake teach us about the different stages of product market fit?
• What are the biggest mistakes founders make when analyzing product market fit?

4. Remote Work, Titles and Entitlement:

• Why does JD believe most tech employees treat their employer in the same way French citizens treat the French government?
• How does JD analyse the impact of remote work on both productivity and culture?
• Why does JD believe titles are BS in the beginning but matter with scale?
• Why does JD believe that you should not hire for the long term?