Sublime

You know why VCs are like this? It's not that they are bad people; it's the limited partners. And who are the limited partners? Our great institutions—Harvard University, Stanford University, UC Berkeley. So if you want to point up the chain of accountability, when those people stop measuring performance just based on the return numbers, things cou

The next thing you look for is: What are the key zones of expertise, networks, ways of thinking that add the most value into the company that you couldn’t hire for? Because if you can hire it, great, hire it. Add it into the genetics of the company. But there are a bunch of people like, for example, me or Peter Chernin—you can’t hire us into the co

“Do you want to be a $200 million company with a twenty percent margin or a $10 billion company with a five percent

CONSTRUISEZ UN CONSEIL D’ADMINISTRATION

Because I wasn't a great manager—and I knew I wasn't—I said, "I'm organizing this company like McDonald's. Each restaurant is going to be managed by a few people, and they're going to have profit-and-loss responsibility. If they make a profit, they get to pocket half of it. If they make a loss, we're going to know who's responsible, and we're

Sell Yourself, Not Your Company Cliff Weitzman, CEO of Speechify, realized that it was key to sell himself and not his company. If he was able to do so, he would gain investors for life—investors who would follow him through every pivot and every company. So when Cliff realized that trust and like had been established, he shared the story of his li