2004 advice board 
Both Sides of the Table
DECEMBER 5, 2010
We had email, instant messaging, group calendars, discussion boards, etc. But AOL brought online services, email, chat and discussion boards to the masses and thus educated a generation that paved the way for others. StockTwits) where you really want to know more about the person giving you advice. It isn’t new stuff.
Innovation 2 Enterprise
NOVEMBER 4, 2020
She served as the first woman president of the Rotary Club of Oklahoma City, (2003/2004), one of the largest Rotary Club in the world. What advice would you give to entrepreneurs pursuing a startup in Oklahoma? As an i2E Board member for almost a decade, what has been your favorite i2E accomplishment? Get started!
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Tomasz Tunguz
OCTOBER 24, 2021
And then from 2004 to 2014, she was at Google and managed lots of different things, including the self-driving cars project, global sales and operations, and the business teams for checkout in Google Apps. My advice would be actually, start something and then keep drafting it. ” That’s reported to the board.
AsiaTechDaily
JANUARY 30, 2023
I initially worked as an analyst at a stock-broking firm until 2004 before embarking on my venture capital and private equity journey, where I made my first investments in Greater China before exiting via the London Stock Exchange later between 2005 and 2006. What qualities do you seek in start-up founders whose companies you would invest in?
Both Sides of the Table
SEPTEMBER 2, 2009
This is part of my ongoing series “ Start Up Advice &# but I’d really like to call this post, “VC Advice.&#. Ironically our business started to perform very will by 2004 but by then management had lost the dream of a huge upside. It’s that simple. But there’s no doubt we took the edge off.
TechCrunch
MARCH 6, 2023
Serial entrepreneur and seasoned investor Vinod Khosla has some strong, contrarian advice for the venture capital industry: don’t sit on your founders’ boards. Other VCs accuse us of being very active and very engaged — but the flip side of it is they vote on boards. We don’t — no matter how important an issue.”
NZ Entrepreneur
JULY 8, 2019
The corollary to this, of course, is having the intelligence to distinguish good advice from bad, and having the strength to push back if it’s inconsistent with the vision, conditions or values of the business. Age and experience have softened this view, and I now take advice from every possible quarter.
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