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Vinod Khosla’s advice for top VCs? Don’t sit on your founders’ boards

TechCrunch

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.”

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The Twenty Year Itch: My Last VC Investment Out of Brooklyn Bridge Ventures

This is going to be BIG.

To put that timeframe in perspective, here’s a picture of analyst me taken at USV’s first office in 2005, dressed in khakis and a button-down shirt versus a picture of me, a GP at my own firm, over 100 deals later, now on my latest Zoom board call from my couch at home with my junior analyst of about a year and a half.

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Q&A with Meg Salyer

Innovation 2 Enterprise

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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Joseph Lee, CEO of Kairous Capital, Shares His Cross-Border Investment Philosophy for the Asia Pacific Region

AsiaTechDaily

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?

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Should Founders Be Allowed to Take Money off the Table?

Both Sides of the Table

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.

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How NZ entrepreneurs can up their capital raising game

NZ Entrepreneur

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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Transcript of Redpoint Office Hours with Stripe’s Chief Corporate Advisor and former COO, Claire Hughes Johnson and Redpoint Managing Director, Tomasz Tunguz

Tomasz Tunguz

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.