Investment theses and ideas:

  • New Zealand - Andrew Wilkinson
  • Butter thesis - USV
  • Remote control for life - Matt Cohler
  • Product innovation or GTM innovation - Unknown
  • Big Problem. A few companies have had large outcomes. Last innovator has not innovated in a while - Ajeet Singh, Thoughtspot
  • Eight Laws for Developer Platforms - Bessemer
  • 10 laws of cloud - Bessemer
  • Invest in the arms dealer - David Perell
  • Invest in a big market. Then invest in adjacent markets - Don Valentine
  • Is the market big? Can you win and defend a large share of the market? Can your team do the job? - Randy Komisar
  • Product solves a functional need. It also solves an emotional need which gets users to share with others. Big market or market which can become big - Todd Jackson
  • N of 1 - Tribe Capital
  • 5 Questions decision tree - Rob Go
  • Does the audience skew “young”? Is there a gap between engagement and monetization? Are there artificial barriers holding back scale? - Brett Bivens
  • Soon-to-be obvious but only recently possible. Solving a difficult, boring, complex problem with an easy-to-use, elegant solution - SHL
  • Look past what it is now, and ask how much cheaper and better it can become. Think who else would buy it once it becomes cheaper and better, and how else would it be used - Unknown
  • The insight hack (insight development). The value hack (customer development). Growth hacking (going from 0-1 to 1-X) - Mike Maples
  • Backcasting: live in the future, find what’s missing, and then show people the way forward - Mike Maples
  • Dominance friction - Jesse Beyroutey
  • What is anomalous? What “secret” is the company predicated on? What could this be? Could this be one of the most important companies on the planet? What is the accumulating advantage? Can the founder attract the talent requisite to achieve the vision? Why do we have a comparative advantage? - Keith Rabois
  • Find large highly fragmented industry w low NPS; vertically integrate a solution to simplify value product - Keith Rabois
  • Vanishing tailwinds - John Luttig
  • Often early-stage investing is as simple as assessing the “followability” of the founding team: will recruits follow them? will larger VCs follow them? will customers follow them? - Semil Shah
  • Start with large markets, go searching for teams working in them, and writing checks only when you find talented teams working in large markets who have built excellent products - Fred Wilson
  • Feasibility, Desirability, Scalability, Knowledge, Role, Repeated Game vs Market, Product, Team, Deal - Jerry Neumann
  • 9 components of Point Nine Capital’s memo - Point Nine Capital
  • The Team, The Tech (a.k.a. Product), The Total Addressable Market (a.k.a. Market), The Traction (a.k.a. Growth), The Trenches (a.k.a. Defensibility) - Point Nine Capital
  • Why now?, Product category, Market size, Distribution, Long term moat - Nakul Mandan, Lightspeed
  • Strength of the Management Team, Size of the Opportunity, Product/Technology, Competitive Environment, Marketing/Sales Channels/Partnerships, Need for Additional Investment, Other - Harry Alford, Humble Ventures
  • Index companies - Elad Gil

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