Abhay Parasnis is founder and CEO of Typeface, is former CTO/CPO at Adobe, and sits on the board of Dropbox and Schneider Electric. He joined Ben Casnocha, co-founder and partner at Village Global, for a live masterclass for Village Global founders.

Takeaways:

• If you can break into the top tier of the enterprise market, it’s hard to dislodge you.
• Big platforms like Microsoft, Google, and OpenAI are eager to prove their tech's power. If you position your startup as a prime showcase for their platform, you become a strategic asset.
• When selling to enterprise, understand the company's macro strategy in the market, but also know what the on-the-ground person needs to close deals.
• With the rise of agents and agentic automation, even the workflow layer isn’t safe. As these systems gain richer context, they’ll redefine automation in SaaS. Just like today’s platform vs. app debate, tomorrow’s battle will be legacy workflows vs. agents.
• Success in AI isn’t just about top-tier products—it’s about being a consultative partner to help them with change management.
• There’s a common fear about embracing a custom data training strategy — it’s expensive, complex, and feels like the domain of big players. But starting narrow and accumulating distinct data early is key. It drives real AI differentiation and builds critical internal muscle in engineering and product.
• Value-based pricing means customers are less price-sensitive because it ties directly to their top-line business, unlike commodity pricing, which faces constant cost pressure. Instead of charging per word, image, or seat—models that AI disrupts—pricing should align with outcomes, ensuring long-term sustainability.

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Aaron Harris was a partner at YC for 7.5 years where he funded Deel, OpenSea, Scale AI, Rappi, Lattice, and others. He also built YC's Series A program where he worked with founders on over 200 Series As and Bs that raised in excess of $3B in capital. He joined Sam Kirschner, VP at Village Global, to give Village Global founders helpful tips on fundraising.

Takeaways:

• Investors bet on stories, not just data. Your job? Tell a story of massive economic opportunity — not just how you fit into the future, but how you create it.
• Hype lowers the barrier to turn attention into excitement.
• Fundraising isn't the trophy, even though it's celebrated as such. But if you optimize for raising money, you get great at burning money and miss the real point: building something that lasts through the hype cycles.
• Think about raising money with terminal value in mind, not just the value of this current round.
• Raising an A: you'll need to raise about 20% of your company. Series B: 15-20%. Seeds are all over the place. More competition in a round means less dilution; less competition means more dilution. Hype helps reduce dilution.
• Be aware of dilution on SAFEs so that you don't all of a sudden start arguing about a point of dilution here or there on a given round.
• AI companies have been getting faster investor movement. The hottest deals land term sheets in 48 hours. Next tier? 1-2 weeks. Beyond that, a 2-6 week grind with unpredictable timing. After 6 weeks, rounds can stretch to 3-4 months where persistence is what leads to success.
• Understand the market and how investors think by having casual, no-pitch-deck coffee chats. The real signal? Not a follow-up meeting — that's just a VC's job. Look for action: are they willing to spend political capital for you? That’s true interest.

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Kathy Copic is founder of Fieldwork Partners, where she works closely with early stage companies on scoping technical projects, getting early ML models into production, and helping them hire. She was interviewed by Lindsay Pettingill, Investment Partner at Village Global, during this masterclass for Village Global founders. 

Takeaways:

• Maintain at least three interview touchpoints to thoroughly evaluate candidates — rushing the process means missing vital signals about how well candidates understand your business and culture.
• Write job descriptions that focus on company mission and concrete first-90-day projects rather than generic skill requirements — this attracts candidates who are genuinely excited about your specific opportunity.
• Look beyond prestigious company names and degrees — strong candidates often demonstrate their passion through side projects, nonprofits, or other entrepreneurial pursuits.
• Foster interactive interviews where you're comfortable interrupting candidates — their response to dynamic discussion reveals more about their communication style and fit than scripted questions.
• Structure work trials carefully to benefit both parties — the best candidates are evaluating your team and work environment just as much as you're evaluating them.
• When competing with large tech companies, emphasize the concrete impact individuals can have in your startup rather than trying to match compensation packages.
• Build diverse teams by implementing clear interview rubrics, providing guidance on legal considerations, and equipping interviewers with specific talking points about why diversity matters to your company.
• For references, consider asking peers rather than managers when candidates are currently employed, but use references extensively to validate your assessments.

Thanks for listening — if you like what you hear, please review us on your favorite podcast platform.

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Eynat Guez, founder and CEO of Papaya Global, was interviewed by Ben Casnocha, co-founder and partner at Village Global, during this masterclass for Village Global founders.

Takeaways:

Show up to key meetings as the founder or executive team — don’t just send the sales team. It signals to the client that you’re personally invested and committed to making the deal a success.

Avoid being overly optimistic about where prospects stand. Serious signals include active texting, detailed questions about implementation, security questionnaires, and the involvement of additional stakeholders.

Be strategic about progressing meetings: PowerPoint to articulate vision, Excel for financials, and Word for legal details.

Build strong relationships with junior VCs as well as partners — they can provide introductions, market intelligence, and future opportunities as they advance in their careers.

Building relationships with clients shouldn’t stop after the deal closes. Ongoing check-ins help position your company as a long-term partner, not just a vendor.

Leaders should periodically dive deep into 2-3 departments or processes each quarter to challenge assumptions and drive innovation.

Engage with junior employees or frontline staff for fresh perspectives — their insights are often more candid than those of seasoned executives.

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Auren Hoffman, CEO of SafeGraph and GP of Flex Capital, interviewed Ben Casnocha, Village Global co-founder and partner, on Auren's World of DaaS podcast. They are longtime friends and had a wide-ranging discussion on career strategy, evaluating founders, serendipity, wealth, and much more. We've cross-posted that conversation here.

Highlights:

• The relevance of what you know vs. who you know has been a debate in the career strategy space for decades. Ben believes that the “what you know” is often dependent on the “who you know” because with the advent of the internet, public information is accessible to all but the insights that live in the heads of the smartest people are not shared widely and require a personal relationship with someone to be able to access that information.
• Talent spotting is about finding value in the unexpected and recognizing the strengths in those who may not fit the typical mold. Sometimes people who have clear and obvious flaws in one area are overlooked by people who can’t see the brilliance beyond that particular flaw.
• Certain seasons of life are good for maximizing for serendipity and taking random coffee meetings. The key is to know what season of life you are in and whether it’s better in the long-term at that moment to be maximizing for serendipity or not. The pendulum will swing back around at some point.
• There’s a certain level of wealth where your wealth actually starts to detract from your level of happiness. Sometimes people are better served by aiming for a lower level of wealth in order to maximize for happiness.

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Howie Liu, founder and CEO of Airtable, was interviewed by Village Global co-founder and partner Ben Casnocha live in downtown San Francisco in front of an audience of Village Global founders and friends of the firm.

Highlights:

- Embracing discomfort is part of the founder's journey. Learning to tolerate and even appreciate this discomfort is important. 

- Making decisions when you feel "almost ready" rather than waiting for perfect readiness is often necessary.

- It's crucial to understand the underlying problems customers are trying to solve, not just their feature requests. Founders should resist the temptation to become "feature checklist machines" and instead focus on core problems.

- There's growing fatigue around AI hype in enterprises. Successful AI implementation requires focusing on specific, valuable use cases rather than broad promises.

- Airtable spent 2.5 years building their initial product, focusing on creating a platform rather than just a simple collaboration tool. They balanced building a horizontal platform with targeted use case marketing to appeal to different users.

- It's crucial to understand the context and biases of advice-givers, no matter how successful they are. Having strong conviction in your vision, while being open to feedback, is essential for success.

Thanks for listening — if you like what you hear, please review us on your favorite podcast platform.

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Guillermo Rauch is founder and CEO of Vercel, a company that provides the developer tools and cloud infrastructure to build, scale, and secure a faster, more personalized web. He was interviewed by Ben Casnocha, co-founder and general partner at Village Global, an early stage venture capital firm backed by some of the world’s most successful entrepreneurs.

Takeaways:

- Any modern cloud-native app is a nexus of services that all work together to create a coherent interface for the user. For example, Auth0 handles login, Stripe handles billing, React is used for the interface, among many more services all working in concert. Vercel helps ensure that the user has an amazing experience no matter what services are all working together on the back end.

- Guillermo tells the story of open source Unix winning out over proprietary versions of Linux, even though the proprietary versions had an early lead. He suggests that over the long term, open source will win, more often than not, and that the same story will likely play out when it comes to AI models, with open source models winning out in the end.

- When it comes to investing, Guillermo loves to bet on someone who has been obsessed with a topic for years and years. He recounts the story of the Auth0 team who had written books and given talks and spent years of their lives just on logging in and logging out. He also says that he prefers a leadership team that lives and breathes a company’s problem space. He says that he's allergic to the idea of a professional leadership team swooping in at a certain stage.

- Rauch was born and raised in Argentina. He says that he has a sense of urgency and that tomorrow is not promised that stems from his childhood experience growing up in Argentina. He tells the story of Mark Zuckerberg keeping the Sun Microsystems logo on the back of the Facebook sign at their headquarters when they moved in to cultivate a sense that tomorrow is not promised to anyone.

- Guillermo believes in giving his team leads radical ownership of their products. He provides the leads with frameworks that explain clear principles for how they build products at Vercel but beyond that he gives the leads a long leash and a sense of ownership over the product.

Thanks for listening — if you like what you hear, please review us on your favorite podcast platform.

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Michael Balaoing, founder of Candlelion, joins Village Global co-founder and partner Ben Casnocha on this episode to discuss:

- The importance of the acronym WTF (what’s the feeling?) when you’re giving a presentation.

- The four roles that you take on as a speaker: captain, pilot, guide, and game show host.

- The five questions to ask when seeking feedback on a presentation.

- How to keep the audience engaged throughout a talk, not just during the Q&A at the end.

- How to bake stories into your presentations and remix your talks for different audiences.

- The keys to virtual communication.

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.

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Brad Feld (@bfeld), VC at Foundry Group and co-author with Dave Jilk of The Entrepreneur’s Weekly Nietzsche, joined Village Global co-founder and partner Ben Casnocha to discuss:

- Common misconceptions about Nietzsche and why being misunderstood makes him an especially interesting philosopher.
 
- What Nietzsche can teach entrepreneurs deciding whether to pivot or persevere. Brad says that founders should view their entrepreneurial journey not in terms of a single company, but as the next 30-50 years of their life.

- Why Brad hates the term “passion” and says it’s overused in entrepreneurial circles.

- Why to focus more on whether someone’s words and actions line up rather than the strength of their beliefs.

- The lessons that Brad has for making decisions among groups today given Nietzsche’s aphorism that “insanity in individuals is rare, but in groups, parties, nations, and epochs it is the rule.”

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.

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Thejo Kote (@thejo) talks to Village partner Ben Casnocha. Thejo is a two-time founder and CEO. His current company, Airbase, is a spend management platform serving companies with 100 and 5,000 employees like Coda, 15Five, Front, Marqueta, CaptivateIQ, Abnormal, and more. Airbase has raised over $200 million, has tens of millions in ARR, and is consistently ranked as a top spend management company by G2.

Highlights:

- Rather than jumping into building Airbase, he built high-fidelity mockups and went back to prospective customers and asked if they’d buy it to “pre-sell” it.

- In B2B, build for a specific, recognizable buyer. You want to sell to a specific role within the org who will be your champion. Ideally this is someone who also has influence within the org.

- Select the kinds of customers who aren’t likely to switch in the early days. Team with early customers who actually want to be partners and are motivated by the relationship. Flatter them by asking: “are there any other innovative, forward-thinking leaders you know who I should also talk to?”

- 6-8 months later after proving value and showing they could be a good partner, he said “hey, I want to get your feedback on our pricing model. Is this fair for the next set of customers?” 100% of the customers converted when he asked if they were willing to opt in to the pricing structure with a significant discount for their initial partnership.

- When hiring salespeople, Thejo focuses more on personality traits rather than prior experience selling to the same segment. Also, if candidates are drawn to the liquid comp at a large, public company, they’re likely going to have a hard time transitioning to a startup. Find people who have been comfortable taking risks.

- Airbase is fully remote and Thejo doesn’t think in terms of onshore vs. offshore within the company because that instantly creates a class system. Anyone anywhere in the world is part of their single, remote team, which has the internet as its headquarters. Each member of the team is “equitably inconvenienced” in his words.

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.