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There are obvious reasons the industry has had less-than-desirable returns, including: massive over-funding of the sector, huge increases in inexperienced venture capitalists that took a decade to peter out, and the massive correction in the value of the public stock markets that closed many exit opportunities for half a decade.
Whether by design or circumstance, every startup will eventually get disrupted. The world continues to beat a path to your door until one day, when seemingly out of nowhere, the disruptor gets disrupted. In this era of endless innovation, there is only one thing you can do to stay competitive: you must learn how to disrupt yourself.
All VCs, including us, regularly see investment opportunities which don’t fit our mandate. Certain late-stage VCs have invested in some of my past funds, partly to motivate us to refer future investment opportunities to them. Our goal is to invest in, coinvest with, and/or recruit founders in transition. Monetizing our deal flow.
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This post was a shortened version of a more detailed post he had written for his own blog titled “ A Disruptive Cab Ride to Riches: The Uber Payoff.” When you materially improve an offering, and create new features, functions, experiences, price points, and even enable new use cases, you can materially expand the market in the process.
In more than a decade of writing about the Internet and tech-enabled businesses I’ve learned that mobs don’t do nuance well. Currencies only began in earnest about 2,500 years ago and ever since have been a great enabler of democracy and social mobility, not the other way around. Regulation will come. It needs to come fast.
The investment firm Flagship Pioneering has incubated a lot of life sciences companies since it was founded in 2000. But because of the scale of the opportunity that we saw ahead of us with Valo, we actually started out by bringing in external financing partners as part of a Series A that was right around $100 million.
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