Rob Leclerc is the Cofounder and General Partner of AgFunder which is $300m AUM venture fund focused on food and agriculture. He also started AgFunder News which has over 100,000 subscribers and is the largest publication and source of news for the world of venture and startups focused on food & ag.

In this conversation we discuss how media and venture have always gone together and how Rob was able to use that as a platform to build the venture business. We also dive into his personal story of why and how he got started in venture capital having no experience in the space.

What people might not know is that AgFunder actually started out as a crowdfunding platform for food & ag startups and was part of the 500 Global accelerator.

Watch on YouTube:

Timestamps:

00:00 - Introduction

01:55 - From being un-hirable to a PhD and starting a VC Fund

04:03 - The 2008 financial crisis and exposure to the Agriculture space

07:47 - Going from computer science and philosophy to food and bio

13:36 - The “Miserable Failure” of Rob’s first startup

16:40 - Building the TechCrunch for AgTech

22:28 - Going from media to venture and finding your own voice

27:44 - 500 Global and the million-dollar demo day

31:19 - Transitioning from Broker to Principal

37:50 - “Trust can’t be rushed”, how that applies to fundraising

42:21 - AgFunder’s business model and keeping storytelling alive

51:35 - The evolution of AgFunder’s thesis

1:00:26 - Managing customer relationships

1:04:55 - What builds founder resilience

1:08:58 - The true definition of agency and how do you inculcate that in kids

1:13:48 - What’s more important agency or intelligence?

1:14:56 - Rob’s vision for 2050

1:21:42 - Humanoid Robotics and the “Specialized vs. General” debate

1:26:08 - Rob’s lessons in storytelling

1:30:51 - Reputation through Reps: The intentional practice of the pitch

1:38:04 - Closing questions, how does Rob build relationships

Leland Miller is the Cofounder of China Beige Book, which according to some media reports has been labelled as a firm having more data on China than even the CIA. He is also a Commissioner on the U.S.-China Economic & Security Review Commission. He has advised Fortune 50 CEOs and top government officials including the Congress on China.

In this conversation we talk about:

—> The espionage in the tech industry from universities to companies

—> Why China has long-term strategy for Taiwan where they expect the West to self-implode

—> How U.S banks including JP Morgan were partially responsible for covering up China’s real economic condition

—> How China fabricated their GDP

—> What happened to the great China opportunity?

—> China’s military readiness

And more. Full episode now available wherever you get your podcasts.

Watch on YouTube:

Timestamps:

00:00 - Introduction
01:26 - China 101: The death of the “China Dream”
09:26 - Surveillance, residency permits, and the reality of internal environment
11:04 - Supply chain leverage: Why critical minerals are national security
13:50 - The pharmaceutical threat: Chinese control of U.S. medication supply chains
16:34 - Strategic decoupling: Reshoring and friendshoring national security nexuses
19:45 - Dependence on Chinese foundational materials
24:21 - The military balance in the Pacific: Why everyone thinks they would lose
27:56 - Command readiness: Xi Jinping’s military purges and wartime memory loss
31:13 - Geostrategy in the neighborhood: Japan, Philippines, and missile distance
35:20 - Made in China 2025: The fourth industrial revolution playbook
37:46 - Reindustrialization hurdles: Shipbuilding, chips, and bipartisan focus
39:50 - Breaking the rare earth processing monopoly
43:54 - An Economic Security Strategy: A 5-point master plan for the US
49:19 - IP theft and clones: The deep-rooted issue of technological espionage
52:01 - The STEM dilemma: Training talent in the U.S. and letting them go back
55:27 - China’s compute disadvantage and U.S incentives
01:00:23 - The Food and Energy problem
01:06:12 - Xi Jinping’s psyche: Paranoia, time horizons, and the Taiwan ticking clock
01:10:56 - Economic sensibilities: Global frustration with the imbalanced trade model
01:16:35 - Why China doesn’t drive global growth
01:19:02 - GDP Fabrication: Trillon-Yuan exaggeration
01:28:41 - Tracking credit and stimulus in a “non-commercial” system
01:33:59 - AI, Quantum, and Biotech integration
01:45:18 - Counterbalancing industrial policy
01:58:19 - Why China uses 12x more robots than prediction
02:08:52 - Why Xi doesn’t care about consumers
02:14:35 - Closing thoughts

Special conversation with Shahin Farshchi at Hill & Valley Forum 2026 now available wherever you get your podcasts. Lux Capital has deployed over $7B in deeptech and have been accelerating us towards SciFi future for over 20 years.

Shahin has invested in companies manufacturing in space (Varda), building autonomous transportation systems (Zoox), providing robots as a service (Formic), automating industries (Covariant), using space to revolutionize the Earth observation industry (Planet), 3D printing rockets (Relativity Space) and many more.

Watch on YouTube

Narya keeps a low profile so perhaps you might not see them pop up on your Twitter or Linkedin but they have quietly worked their way to having what is probably the best unicorn hit rate of any active fund that I know of since 2020. Now, I haven’t checked with the firm but from our last conversation I know they make 2-3 investments a year, if you go and check out their website and see the list of featured companies, a simple Google search on those companies and their publicly reported valuations reveals that at least 7 of them are likely unicorns, i.e have at least or close to a $1 billion valuation or have achieved a billion dollar market cap at least once if public. Some of this is based on public reporting and the rest is an estimate based on funding rounds.

Lets say they averaged 3 investments a year since founding in 2020 and maybe went over the average in a couple of years, assuming they have made around 18-20 investments, that is an insane ~35% unicorn hit rate. It is hard to know without knowing the total amount of investments made and private valuations are hardly reported on with the exception of any press releases from the company itself or a credible source like TechCrunch officially reporting on a round but based on publicly available information, it is safe to assume it is somewhere around that mark.

These companies include:

• Chapter

• Kriya Therapeutics

• True Anomaly

• Branch Insurance

• Hallow

• Strive Asset Management (public)

• Rumble (public)

For reference check out this graph below that Ilya Strebulaev posted 7 months ago on unicorn hit rates of venture firms since 2020, this is based on research from Stanford GSB (Link here). This graph only counts pre-unicorn investments in unicorns. Firebolt Ventures had the best hit rate at 10% (13 unicorns in 129 investments), Greenoaks is at number two with a hit rate of 9.4% (11 unicorns in 117 investments), IVP is number 3 with 9.2% (11 in 120 investments).

Narya is notably not in the list but it is perhaps because they lay low and quietly go about funding the next best companies. Perhaps why Colin had not done a long form podcast before I got him on the show last year but I am convinced other firms, LPs and founders can learn from their strategy and way of doing business.

This episode is a deep dive into topics I wanted to cover more from Episode 9 of We The Builders where he gave a masterclass on Thesis Driven Investing. Narya is unique in the sense that it is very concentrated for an early stage fund, their focus is Seed to Series A, they only do 2-3 high conviction investments in a year.

Colin brought up in our last conversation that the most interesting ideas die because of lack of business model innovation. In this episode we cover some examples of business model innovation and how the firm supports on that front, we cover framework for effective private company board meetings, what competent founders look like, Narya’s masterplan and more.

They are relatively new, with what is an elite team (easy to say in hindsight) but at the time it was a group of people making contrarian unpopular bets of their era. Whether that is investing outside Silicon Valley, betting on reindustrialization as a category in 2021, investing in religion as category when it was taboo, going against ESG before Blackrock followed or betting on a new free speech social platform before the Twitter acquisition by Elon. Narya has been what friend of the show Mike Maples would describe as contrarian and right.

In case you didn’t check out our last episode, I will do a reintroduction. Colin Greenspon cofounded Narya with JD Vance, now Vice President of the United States. The firm was founded with the thesis of addressing America’s most acute problems by investing in the frontiers of science & technology solving for the future. He now runs the firm with Falon Donohue (Cofounder of Reindustrialize) and Peter Thiel.

Watch On Youtube:

Timestamps:

00:00 - Introduction

02:58 - Mimeticism in venture

05:05 - Why Narya stays lean and nimble

08:26 - The apprenticeship model and changing team dynamics

13:32 - The best founders figure it out

16:35 - Diversity of thought on the cap table

24:19 - The true purpose of a board seat

27:18 - Conviction-based capital allocation

31:02 - Business model innovation

36:16 - Bespoke customer engagement

42:51 - How design partners prove product-market fit

47:42 - Discovering the exact problem

53:10 - Why showing up in person still matters

55:35 - Investing in need-to-solve problems

01:01:30 - The holding company structure

01:04:47 - Defining ambition

01:10:37 - Identifying competent founders

01:19:57 - True business leadership

01:29:11 - Building in public

01:35:20 - The right way to run a productive board meeting

01:52:49 - Network effects in enterprise

02:01:08 - The Narya Master Plan

02:08:17 - Closing thoughts

Dmitri has correctly predicted three wars including the Russia-Ukraine war and has a prediction for China going after Taiwan.

Watch on YouTube:

Timestamps:

00:00 - Introduction
00:53 - The mission of Silverado Policy Accelerator
02:00 - Predictions of war and the state of Ukraine - Russia conflict
02:31 - Timeline for conflict in Taiwan and the 2028 elections
04:15 - Operation Causeway: Why Taiwan is a complex military feat
06:40 - High stakes of failure for Xi Jinping
08:21 - The evolving relationship between Silicon “Valley” and “Hill”
09:19 - Building in defense tech
10:56 - Military-grade vs. Consumer-grade
12:38 - System integration over “widgets”: Lessons from the front
15:03 - New Defense Tech and Old Primes
16:44 - Mapping the Next American Century and neutralizing threats
19:40 - The American industrial base compared to Russia
22:50 - The need to reindustrialize America
24:39 - Advice to founders

Watch on Youtube:

Timestamps:

01:21 - Shifting landscape between Silicon Valley and DC

02:51 - AI has become a political attack vector

04:46 - Late-stage empires and the impact of national debt

07:03 - Potential for AI to rewrite the story of US economy

08:26 - AI’s recent performance and productivity gains

10:03 - Bullish outlook on humanoid robots

11:16 - Robots as a platform for economic mobility

13:41 - Reindustrialization and energy production challenges

15:15 - The “functionally bankrupt” status of California

16:50 - The declining value of institutional education

18:46 - Personalized AI-driven tutoring as the future

20:01 - Emerging private sector models for education

New SciFi writing and film started declining at the end of the 20th century and we have seen a continued decline in the first quarter of the 21st century. Sci-fi is and always has been the source of inspiration for a better future. It is where the greatest builders of our time got inspired to work on the hardest problems of their era. Whether it was Star Trek, Star Wars or the Foundation Series, if you talk to entrepreneurs building frontier technologies or products; people like Elon Musk, Brett Adcock, Peter Beck, Blake Scholl, Sam Altman, you will likely hear about one of these series as a childhood inspiration.

Friend of the show, (Episode 14) did a post called the SciFi Idea Bank which lists about 3,000 ideas that haven’t been brought to life. I think one of the biggest reasons nobody is talking about those ideas or listing them as inspiration is because they haven’t become part of the culture. Series like Harry Potter or Star Wars became cultural movements for generations, something people from different age groups could connect on. It has been 49 years since the first Star Wars movie came out. Half a century later, over Christmas break or summer holidays, I know of families who still binge watch the entire series together as an activity. It has been 25 years since the first Harry Potter movie came out, it has had a similar impact on culture.

We are living in the age of shorts and reels. Majority of the new creators have flocked to engagement baiting reels that are usually under five minutes. The purpose is getting eyeballs for advertisers. I am probably guilty of this, that is one of the ways we promote our podcast. Taking out the time to write the script for a film, recruiting a cast, iterating through the creative process, discarding hundreds of ideas, finding a way to finance it with your own money or from your profits would be kind of the antithesis of what you would do as a revenue strategy. Well, not if you have the right masterplan.

Jason has been doing film and media for 15 years. This is his life’s work. He is one of the most long-term oriented, focused and mission driven entrepreneurs I have met. Before this he was Head of Content Strategy at Astranis where he got to see the science make story real. He has a deep understanding and realization of the depth of the crisis we are in when it comes to SciFi film and television and the role it plays in inspiring the future generation.

You can see the decline of new SciFi ideas in the chart below:

Someone had to raise their hand and say I am going to change this. That is how we got every great invention in the history of science, tech and culture.

Jason is leading the SciFi renaissance and is on a mission to make SciFi great again. Hope you enjoy the episode as much as I did recording it. Their 2nd SciFi film, The Greatest Lie is going to be in theatre April 2nd. You can get your tickets here.

Watch on YouTube:

Timestamps:

00:00 - Introduction
02:15 - The making of "Planet" and relearning fiction
06:53 - Why good stories start with novel prose
11:31 - How Astranis gave Jason permission to build a sci-fi studio
15:18 - Why sci-fi writing dropped in the 1970s and why we need it back
21:15 - Sci-fi as the 21st century's latest addition to human philosophy
25:19 - Creation of safeguards for a spacefaring civilization
29:58 - Space Warfare and realistic combat rabbit hole
34:04 - Why bureaucracies fail and the magic of Bell Labs
41:05 - Lessons in leadership
46:58 - The biggest risk of hiring all your friends
52:02 - Bootstrapping the company and using the profits to fund movies
59:39 - Inspiring the next generation through sci-fi books
1:05:11 - YouTube Strategy
1:11:36 - Lessons on marketing
1:15:34 - The launch video bubble
1:22:15 - Closing thoughts

Seth Berman is the cofounder of Susa Ventures and Kivu Ventures. He started angel investing at Y Combinator demo days back when there used to be twenty companies and a handful of investors looking at them. He then went on to start one of the early few seed funds funding 10 unicorns across ~100 investments. Some of these include companies like Robinhood, Flexport and Chapter (Cofounded by Cobi Blumenfeld-Gantz, who has also been on the show). See link below to the original episode.

Special thanks to Cobi for the intro. We filmed this in Aspen CO on my first trip there. Since I don’t ski, the only reason I had heard of the city was Aspen Institute and their events.

Highlights

Sharing below some of the topics we covered in the episode. You can also check out the Full Episode on YouTube.

The Early Days of Seed Investing [02:03 - 04:31]

• “I was angel investing starting in 2010 and I was fortunate enough to be one of the first people that would go to Y Combinator’s demo days.”

• “When I started going, it was probably 12 founders that were presenting and 12 investors in the audience.”

• “I think we invested in five or six companies that became unicorn businesses in a fairly small portfolio.”

The Explosion of the Seed Ecosystem [05:34 - 09:00]

• “There’s now 900 plus seed funds out there in the ecosystem.”

• “Any great company that’s running a competitive process, if they’re talking to 20 funds, 19 of them are going to lose and one of them is going to win.”

• “What used to be seed is now series A and what used to be pre-seed is now seed.”

• “It’s very challenging for them to let other large seed funds in or multi-stage funds. So it becomes a winner take all round.”

The Series A Opportunity [09:00 - 10:30]

• “I felt like there’s a tsunami of seed-stage deals coming to series A.”

• “I graduated from doing seed to series A and B now.”

• “I’m more focused on companies that have some sort of product market fit.”

• “Series A funds, there’s probably 30 super high quality funds, but there’s not 900.”

Missing Out on Pinterest [10:30 - 12:40]

• “One of my biggest misses was Pinterest. I remember meeting with the founders outside at TechCrunch Disrupt.”

• “The number that I remember seeing was they are over 20 minutes time on site per day. And that was a similar number to what Facebook had.”

• “I should have known that with that much engagement, they were going to build something really special.”

The Era of the “No-Deck” Fundraise [12:50 - 13:47]

• “Any founder that has really strong experience can go out and fundraise with no product.”

• “They can literally just have an idea and pitch it and raise funding and not even a deck.”

• “A creative can come in with no technical expertise really and build a sizable business.”

• “The gates are down. And if you’re a creative person or entrepreneurial person and you have an idea... it’s easier ever to build a product.”

Vertical AI and the Super Cycle [13:34 - 14:43]

• “What we’re seeing in AI... it’s changing everybody’s workflow on a daily basis.”

• “A lot of these models whether they’re vertical specific or they’re horizontal is they’re breaking the benchmarks way faster than anybody could imagine.”

• “I see adoption of them at my much higher rates than I’ve seen other super cycles in the past.”

AI 2.0: Physical Intelligence [14:43 - 16:15]

• “We call it physical intelligence... we think AI 2.0 is really when intelligence starts affecting physical objects.”

• “There’s going to be so many different things that are going to happen over the next 5 to 10 years that bring intelligence into every person’s life on a daily basis.”

• “Bring intelligence into every person’s life... on the manufacturing floor in agriculture and in construction.”

• “We’re trying to find kind of the picks and shovels that invest in those models and in those businesses to allow this new ecosystem to be built.”

Starting a Company vs. Solving a Problem [22:28 - 23:25]

• “I think there’s two types of entrepreneurs. I think there’s an entrepreneur that wants to start a company and there’s an entrepreneur that wants to solve a problem.”

• “We tend to want to invest in entrepreneurs that are trying to solve a problem.”

• “Experience that problem before... have some domain expertise to understand why the problem exists and how to solve it.”

The AI Scientist [32:10 - 34:01]

• “Instead of having a few thousand researchers you can have billions and you can replicate them over and over and over again.”

• “An AI agent can have access to everything and be able to analyze it constantly.”

• “I think there’s going to be profound discoveries over the next decade from these AI scientists.”

• “They’re going to hit prime human sometime in the next two to five years. Prime human being, Albert Einstein level intellect.”

Vertical vs. Horizontal Models [35:51 - 37:21]

• “A startup raised like $50 million to build this model... they tested it against ChatGpt and ChatGpt was better.”

• “They just spent $50 million for nothing... you just don’t have the same sort of resources as these horizontal models and access to compute.”

• “These models might just be so powerful that you don’t need a lot of these vertical specific companies out there today.”

Why Founders Don’t Care About Your VC “Platform” [39:19 - 41:12]

• “If they get multiple term sheets from the tier one funds, they tend not to care so much about the platform and the services.”

• “They care more about the partner that they’re going to be working with.”

• “What we found is it’s very hard to have specialists in every single vertical.”

• “Unless you’re kind of within the sweet spot of the individuals that they hired at that fund... they tend not to be that helpful.”

Investing is Harder Than Tweeting [48:04 - 48:53]

• “I think that investing is incredibly difficult. You only have so much time during the day.”

• “It’s very hard to have the time to kind of build up an online presence.”

• “My focus has always been on do the best deals possible, support those founders, and have those founders speak highly about you.”

Identifying Talent: Broken Resumes and Persistence [01:10:48 - 01:15:00]

• “Sometimes the most talented people have broken resumes. They don’t check the boxes... the credentials aren’t there.”

• “You want somebody that is extremely persistent that is going to run through walls to make things happen.”

• “It’s a very different skill set building a product and building a team and making that team successful.”

• “A lot of founders... they don’t put the resources or the time into go to market at the early stages.”

Timing: Catching the Wave [01:32:00 - 01:35:50]

• “Sometimes as investors, we’re so far in front of the wave and the wave isn’t coming for 10 more years that, you know, we’re just never going to catch it.”

• “Catching it too late... you invested in a social network in 2012 or 2014, you’re probably too late.”

• “Understanding what potential outcomes can be is like absolutely critical to being a great investor.”

The Future of Public Markets and AI Analysts [01:38:16 - 01:43:12]

• “You could go public when you’re doing like 150 million of revenue 10 years ago... in the next two years it might be you have to be doing a billion of revenue.”

• “AI might change that... you might not need those public market analysts anymore and then a lot of these businesses could start going public much earlier.”

The Robinhood Story [01:45:00 - 01:48:00]

• “We met them... and they kind of told us their vision of fee free trading.”

• “We were the only investor that was willing to kind of open up our our books and be like the the investor of record for FINRA.”

• “My feeling on why they were so successful was it was really intuitive UI and it was just a great user experience.”

• “I kept 80% of my stock. So, I still own a lot of Robinhood stock.”

Exceptional Go-To-Market is Now Required [02:00:04 - 02:01:08]

• “Go to market has just become so much more challenging and the go to market motion... needs to be so more highly refined.”

• “If you have the resources, your go to market team should be equal to your product and engineering team.”

• “Build a world-class team around whatever channel you want to focus on and find people that have done this before.”

Watch On YouTube

Ali is an entrepreneur, investor, diplomat and industrialist. When I first met Ali in 2017, he was the Special Assistant to Prime Minister Shahid Khaqan Abbasi of Pakistan. For my friends in the US, that would be like the President’s Chief of Staff. He also didn’t need the job. He had built one of Pakistan’s fastest growing banks in JS Bank (now over $4B in assets), built the largest carbon-neutral private steel industries in the UAE (Arabian Gulf Steel Industries), founded the first private domestic airline with AirBlue and was central to growing the Jahangir Siddiqui Group into easily the Top 10 family business empires out of Pakistan.

I recently got interested in the history of patronage which got me into the history of Medici family from Renaissance Europe, one of the wealthiest families in the 15th century. When we caught up after recording the episode, I was curious about whether Ali had studied them before starting the bank given his interest in Austrian and European history — unsurprisingly he had deeply studied both the Medici and Fugger families before starting the bank. Given the unique range and adaptability Ali has shown by reinventing himself in different industries every few years (venture capital & private equity, commercial airline, steel & glass manufacturing, foreign diplomacy, climate-tech to name a few) it would be fair to categorize him as a Renaissance Man of our era at the heart of building and growing what future historians will probably refer to as the House of Jahangir Siddiqui (JS Group).

Ali and I reconnected last year after seven long years. Even though we have had limited interactions, he has had some of the most formative impact on my life trajectory and career since I have met him. I will share those exact moments in a bit but first some context is important on where I was at in life at the time.

I was working on playing my part in growing a still nascent entrepreneurship ecosystem in the country by organizing business plan competitions in 20+ universities across the country. I was doing this as the head of Pakistan’s national campus program for Hult Prize Foundation which would grant $1 million to a team of student entrepreneurs working on a specific challenge every year.

This took me to New York City to the annual final event where $1 million is awarded which overlapped with the UNGA week which brings together all world leaders. Ali was in town as part of the Prime Minister’s delegation and was helping coordinate high stakes meetings with other heads of states, billionaires and so forth in a very short three day trip. On that same trip, I was introduced to Ali through a mutual to discuss potential collaboration opportunities with the government.

Ali was gracious enough to carve out time for me, my colleague and the Hult Prize winning team that year. At the end of the meeting, he came up to me and said that he is close with the Prime Minister and his sons and that I should become friends with them. He scheduled a 45-min meeting for all of us and the rest as they say, is history.

What did that particular instance do? It showed me that if you are ambitious and you work hard, there is some sense of meritocracy in the world. That you in fact can change the trajectory of your life. It showed me that anything is possible and people are just people at the end of the day even if they have fancy titles or 20-car motorcades. I did not come from the wealthiest family or the most powerful but was able to open doors, that changed how I have looked at life ever since.

After I was back in the country, I kept nagging Ali and his chief of staff at the time and would try to meet him for all sorts of stuff. My different business ideas at the time, my job and just try to learn from him by finding an excuse to spend some time together. During one of these trips to the Prime Minister’s office, he showed me this app called RelSci where you could list your most powerful/well networked connections and map out an exact path to anyone in the world.

This taught me that anyone in the world is at most six degrees removed. Donald Trump was President at the time, just as an experiment I checked for a path to him and saw that Ali was four degrees removed. It would later turn out that he would get appointed as the Ambassador to the U.S and thus I would be one degree removed. I never asked for any introduction, well at 21 I wasn’t doing something that would warrant the request for such introductions but it taught me a critical lesson: relationships run the world and anyone including the President of the United States is at most six degrees removed from you.

In this conversation:

We talk about the pros and cons of the CEO role in companies, optimizing your career around your strengths, cold outreach, taking over a successful family business, spotting and nurturing outlier talent, consuming media and making sense of the world, the concept of rules being counterintuitive to innovation, the concept of shorting people, the art of relationships, mentorship, evaluating opportunity costs and more.

Watch on Youtube

Timestamps

00:00 - Introduction
01:31 - On doing his first ever long form podcast
06:24 - Operating philosophy and not taking CEO roles
13:28 - On optimizing his career around strengths
17:00 - Lessons from working with one of Asia’s largest VC firm
21:30 - Social media presence and identity
24:00 - Media diet, continuous learning, questioning institutional programming & making sense of the world
33:00 - The art of cold outreach, warm intros and
40:20 - Spotting, hiring and nurturing outlier talent
54:25 - Ambition, problem-solving archetype
56:00 - Taking over a successful family business
1:04:25 - Talent retention
1:14:55 - Mentorship
1:21:00 - The concept of rules is counterintuitive to innovation
1:24:31 - Evolution of venture capital
1:32:06 - The art of relationships
1:38:13 - Shorting people
1:41:16 - What is more important? The network or the product?
1:51:01 - Building OnZero
02:01:25 - Evaluating opportunity cost and the 10 year plan
2:10:30 - Closing thoughts and rapid fire

Check out the full episode wherever you get your podcasts or right here on Substack. Sharing some of my highlights below.

How do you know you are working on a problem worth solving?

- You can feel if you’re solving a big enough problem for someone through their like reactions to things, such as people falling off chairs in conference rooms as we showed them what we could do.

What does product market fit feel like?

- Early government customers literally bought Chainalysis on expense credit cards and used emails that didn’t have real government affiliation.

How do you sell to the government?

- The core strategy in selling to the government is: how do you make people’s careers?

How much of growth fundraising is about financial vs. the story?

People get behind the story and even very very smart people look at numbers differently depending on how emotionally bought in to the story they are.

Watch on YouTube:

Timestamps

00:00 - Introduction

04:11 - Growing up as an immigrant in London and the “chip on my shoulder”

09:18 - Why market sequencing is critical

16:23 - Choosing to take up the CEO role and the domain of sales

23:20 - Early transformational experiences and the entrepreneurial bug

26:13 - How to penetrate the government

30:57 - Importance of storytelling, emotional and intellectual storytelling

38:26 - Raising funds and why too much money can hurt a culture

42:23 - Lessons in creating a culture

48:50 - How to hire executives

55:44 - Jonathan’s favorite interview questions and hiring philosophy

1:02:09 - Exciting things in the next 20 years

1:06:44 - The “two-stage rocket” of fundraising

1:11:45 - Loneliness of being a CEO

1:12:55 - Rapid fire and closing questions

Our story goes back to when I got David Friedberg (Cohost All-In Podcast, Cofounder Ohalo, The Production Board) for the Building Atoms Summit in Nov 2023. My internal champion was the Chief Brand Officer of The Production Board at the time, Rachel Konrad who has become a friend and mentor. She just found the story of how I just orchestrated running into Friedberg outside Starbucks really funny and gave it her all to make the event happen.

Since I have known Rachel, she has been telling me to meet Bharat and somehow knew that we would get along. After a couple of failed attempts over 2 years we finally got together over a dinner I hosted and have become friends ever since. She probably described him best as “lighthearted but not lightweight” and that will come across in our conversation.

We talk about our military upbringing and how that teaches adaptability, culture at companies and how startups are like little cults, how life is different at the abstracted management layer in corporates vs. startups, storytelling, resource allocation, time management, insiders vs. outsiders and the value of a network and more.

Watch on YouTube

Timestamps

00:00 - Introduction
02:50 - Bharat’s career trajectory
07:36 - What military upbringing taught me
11:02 - Being authentic to yourself
19:47 - The co-founder dynamics and culture building
28:57 - The navy vs. pirate team structure
32:56 - What does follower-ship mean?
40:11 - What comes first? The mission or the people?
43:20 - All startups are cults
48:15 - How Bharat allocates his time
1:00:12 - Learning from Venture, Corporate and Startups
01:12:24 - Resource allocation
01:22:03 - Developing a thesis and discarding an idea
01:31:22 - An outsider becoming an insider
01:42:52 - How should one build trust
01:47:48 - Building value over time
1:56:40 - Choosing What Not To Build
2:03:00 - Why Canva & Figma Worked and the Future of Media
02:15:45 - Distribution vs. Production
2:25:40 - What Compounds as a Founder
02:27:48 - Closing Rapid Fire

As I prepared for this episode, I discovered how Mike has changed his opinion on topics throughout the years after discovering new information. He is one of the most independent minded people out there and it was fun to sit down for a conversation on media, Pirate Wires, Founders Fund marketing, state of advertising, charter cities and more.

did a four part series on Founders Fund a while back and described their marketing strategy as soft power initiatives. Some of these included Peter’s book Zero To One, Hereticon and Pirate Wires to name a few. has been at the centre of this strategy which made him a billionaire media tycoon (iykyk). At Founders Fund, he has been able to stay ahead of rivals with a team only four full time people on the marketing team compared to teams of fifty at other funds of similar size. Now he helps us make sense of the world of tech, business and politics through .

Friend of the pod would probably agree that Mike has been able to build new categories around ideas he stands for representing important problems of the time. Some of these are limited standalone brands, others are cultural movements. One example of this is Hereticon, where he was able to create the category of “Thoughtcrime” which went mainstream after Elon bought Twitter. There were two editions of Hereticon (2022 & 2024) and it looks like it won’t make a comeback.

Mike’s strategy is to be different. Once you have created a category and are not unique anymore, you move on. In true Zero To One fashion.

Timestamps

00:00 - Introduction
03:06 - Building a media company vs building a tech startup
05:41 - Building culture in a company
11:36 - Substack vs having your own website
17:51 - The utility of advertising
29:24 - Building a large audience vs. building a quality audience
35:55 - Twitter strategy and evolution in the past 5 years
47:10 - Pirate Wires master plan and inspiration from Walt Disney
53:16 - Charter cities in America
1:03:03 - The podcast experiment
1:15:03 - Mike’s information diet
1:29:18 - Working on Zero To One with Peter Thiel and marketing at Founders Fund
1:38:05 - Rapid fire and closing thoughts

Watch on YouTube:

I hosted a dinner on the topic of technological stagnation about 3 years ago with Mike and a few other investors and founders, this was pre-ChatGPT, before defense or dual-use investing went mainstream and before reindustrialization became a national agenda for the US.

We look back at what has changed in the last few years and if we are making progress at a better rate in the world of atoms than before. In one way, Mike has seeded the reindustrialization movement by investing in Chris Power, Cofounder of Hadrian (which was the only investment he made in 2021) and key orchestrator of the marquee Reindustrialize Conference in Detroit which is leading the way on building a platform for policymakers, startups, capital allocators and manufacturers on bringing back the most critical industries through advanced technology adoption.

In this episode, Mike talks about how startups have to build a radically different future and through great storytelling bring their customers, investors and employees to their version of the future which they are already convinced of. I also asked him about the origin stories of investing in and finding Twitter, Digg and Lyft.

We also discuss how Floodgate differentiated itself in 2015 when they were a decade into seed investing and again in 2025 two decades into seed investing. Floodgate has a concentrated investing strategy and having been around for 20 years, they are unique in the sense that they were not tempted to go raise a mega fund and maintain a fund size of around $150m and do only seed.

I really enjoyed spending a couple of hours with Mike, I hope y’all enjoy this one.

One of my favorite quotes from the episode among gems Mike dropped:

Special thanks to NFX for hosting us for this episode.

Watch on YouTube:

Timestamps:

0:00 - Introduction
02:32 - Technological stagnation and are we on track to build the Jetson’s future?
10:46 - Startups avoid the comparison game and why the best founders are great storytellers
19:00 - The insight is the magic and the breakthrough mechanism
26:44 - Is founding companies art or science?
30:21 - Funding talent in pursuit of interests
39:49 - Story of investing in Qasar Younis of Applied Intuition
45:00 - How Floodgate is different and reinventing itself now
51:00 - Founder archetypes that fit the Floodgate thesis
58:46 - “Disagreeableness” as a skill in founders
1:08:56 - Decisions that compounded
1:19:11 - Learning from legendary founders and early investment stories
1:33:00 - Being your own personal monopoly
1:37:03 - Non Consensus Investing
1:47:11 - Why write Pattern Breakers?
1:51:19 - Advantage of smaller funds
1:59:45 - Favorite books, TV shows, movies

Encouragement goes a long way. David in that course told him his first assignment was the best piece of writing he had seen in the class which gave Packy the confidence to keep going. He talks about his fear of being made fun of (by your friends) if you publish on the internet or nobody caring and ever reading. I can relate, it is one of the reasons I recorded for 6-7 months before hitting publish in July last year. The funny thing is, 250,000 subscribers later that feeling never completely goes away. We touch on that too.

Every Not Boring essay is a full-stack teardown, part history lesson, part strategy memo, part “why this would matter in 10 years.” Today, Packy sits at the intersection of media and venture, David Perell described this new era of creators and personalized business models as building a personal monopoly. This applies to podcasting, newsletters or blogs and any other form of new media at the intersection of tech and business where the differentiation lies in the creator - they are like Hollywood talent and the brand they represent is secondary and in some cases irrelevant. They are the brand. We live in the era of what my friend would call creator capitalism.

For Packy, great writing is deal flow. He has invested in companies like Ramp (now valued at over $32B) and Astro Mechanica (bringing back supersonic air travel) and many more through his fund. What he now spends most of his time on is doing well researched deep dives which are a function of the relationships he builds along the way.

If you are chronically online on X/Twitter, you would have seen his latest masterpiece, a deep dive on a16z and if you’re not chronically online, here is the link:

Not Boring by Packy McCormick

a16z: The Power Brokers

Welcome to the 310 newly Not Boring people who have joined us since Tuesday! Join 256,606 smart, curious folks by subscribing here…

Read more

3 months ago · 341 likes · Packy McCormick

We have a wide ranging conversation including about his prior life in coworking industry and takeaways from being in that business, we talk about starting on Substack vs other platforms, business models in new media, his thesis for vertical integrators and more. Hope you enjoy!

Timestamps

00:00 - Intro

01:11 - Why publish on Substack and the origins of Not Boring

01:42 - Write of Passage with David Perell

04:51 - The content pyramid and compounding experiences

15:46 - Insights from working in co-working industry

28:07 - The Ramp case study and the concept of uncertainty window

36:56 - Ramp vs Brex

41:32 - Vertical integrators thesis

51:45 - Media, venture, and the future of tech media

00:00:55 - Twitter vs Substack for creators

1:10:19 - Advice to We The Builders

1:12:59 - Growing the team, getting better, and hiring

1:21:57 - Playing the long game, measuring success over decades

1:33:32 - Wrapping up — favorite shows and books

1:40:53 - Signing off

Watch on YouTube:

- Suffiyan Malik

Delian dropped out of MIT, became a Thiel Fellow, a program with ~300 fellows who have started companies valued at over $750B. I saw a chart according to which Thiel Fellowship has a 5.9% unicorn hit rate, which probably makes it the best program for entrepreneurs ever. We will cover this story with friend of the pod Danielle Strachman who built the program in Q1 2026 but for now, sharing a tweet below to sum it up:

He interned at Square when it was around ~100 employees, got to see Jack Dorsey at work and got to meet operators like Kieth Rabois who he would go on to work with at Khosla Ventures. This would turn out to be an apprenticeship that put him on the path to be one of the best seed investors in the industry.

His record as a seed investor:

Ramp is now valued at $32B, Hadrian and Sword are also unicorns and Varda is going to be probably be the biggest among them. (Disclaimer: I am a proud tiny shareholder in the company)

The narrative around why college doesn’t work at least in my echo chamber is well understood but I wanted to ask Delian what college was actually useful for so we had a conversation around that.

We also talk about that, the experience at Square, what led to the apprenticeship with Kieth Rabois, learning cult building and the very Silicon Valley like pay-it-forward culture of mentoring from the college fraternity and up-skilling for Varda Space among other things.

Delian on the incredible access and opportunity of working with Kieth as his chief of staff of sorts:

Happy New Year and hope you enjoy!

Timestamps

00:00 - Intro
00:30 - Writing and Flow State
05:12 - Dropping Out
12:13 - What MIT was good for
20:16 - Early days at Square
25:16 - Parents reaction to joining Thiel Fellowship
29:44 - Transferrable skills from frat days
34:02 - Lessons from Keith Rabois
45:15 - Building Varda
52:58 - How Mafias are built
57:53 - Culture at Varda

Watch on YouTube

I knew travel was big but I did not know it was roughly 10% of Global GDP. According to World Travel & Tourism Council, in 2025 travel is expected to contribute an all-time high of $11.7 Trillion to the global economy, a 7.3% growth since 2024. The global travel industry has seen a better growth rate than the $AMZN stock over the last year. (6.5% growth over the last year and this is not investment advice)

We have all made restaurant reservations through Opentable, booked a flight through Kayak, a place to stay with Booking.com or found great deals at Priceline, these brands along with Agoda and Rentalcars make up what is now known as Booking Holdings, previously known as Priceline Group.

Glenn has been at the company for 25 years, started out leading corp dev and has now been CEO for almost 9 years. When he joined the company in 2000, it was in the middle of the dot com crash and the company was at it’s lowest with a market cap of $0.25B at the end of the year. He has been there for the dot com crash, the global financial crisis of 2008/09 and COVID. Since Glenn took over as CEO in 2017, both the market cap ($72B - $160B) and revenue ($12.6B - $23.8B) have roughly doubled.

Founding history: Booking was known as Priceline Group until 2018. Priceline was founded back in 1997 by Jay Walker with a “name your own price” model for hotels, flights, car rentals etc and went public on NASDAQ in 1999. Many might not know this, but Priceline was spun out of Walker Digital which was sort of a venture studio/IP research lab that Jay founded in 1994 and ran out of Stamford Connecticut.

Glenn led the charge on acquiring Booking (a Netherlands based company) way back in 2005 for $133m. Accommodation bookings now account for more than 85% of total Booking Holdings revenue which back in the day was a smaller subsidiary of then Priceline Group. He credits his prior career in investment banking to preparing him for the M&A role at Booking, where he saw a lot of deals not be successful for the acquirer.

Interestingly, Expedia was also started around the same time, in 1996 (their market cap is around $27B). One thing Booking has done really well is growing all brands independently with different CEOs post acquisition. It is interesting how they have managed to successfully operate under a more decentralized management structure.

Glenn is incredibly candid and a joy to talk to, we tee it off by talking about history. Hope you enjoy!

Timestamps:

00:00 - Introduction
00:15 - Getting into world history
08:19 - Peter Thiel on Rise and Fall of empires
11:34 - The India-Pakistan partition
19:45 - Glenn Interviews Suffiyan
28:05 - Groundbreaking programs from the past
32:27 - The start if Glenn’s career at booking
35:57 - How Glenn thinks about acquisitions
41:48 - Acquiring Expedia? What went right for Booking
51:59 - Current issues in travel that are billion dollar business opportunities
57:27 - Leadership and training talent
1:05:58 - Passing down the torch
1:10:53 - The best use of the CEO’s time
1:18:52 - Importance of storytelling
1:26:47 - Important of decision making and compounding
1:32:26 - Changing how airports operate and speed of travel
1:36:40 - Advice to younger audiences and the state of schooling
1:42:24 - Leaders Glenn admires
1:45:44 - Rapid fire ending

Watch on Youtube:

The opportunity is not to just help senior citizens with Medicare, the opportunity is to redefine what retirement means for people over the age of 65. My maternal grandfather retired at the age of 82 and was one of the healthiest and fittest people up until then. Your health cannot be wholly defined by your diet and exercise routine, purpose in life plays an equal if not one might argue a bigger role. In my day job I work with Tim Draper, his dad Bill Draper who I met a couple of years ago was going to office twice a week at 95 years of age. Charlie Munger did the Berkshire Annual Shareholder meeting with Warren Buffett at 99.

If you can figure out a way to give purpose to people over 65 and activate them that is ~23% of the US population by 2050. What impact could that have on the GDP? I will leave that for you to imagine. You probably have an uncle, grandparents or parents where you can see the difference between the ones who hang up their boots and the ones who never retire. There is something about the keeping your brain active which is more meaningful in many ways then even your diet or gym routine.

In our last episode we had Colin Greenspon on the show who started Narya Capital with Vice President JD Vance. Narya is an early investor in Chapter, cofounded by Cobi Blumenfeld-Gantz and Vivek Ramaswamy. JD Vance and Peter Thiel were on the board of the company and maybe that is why the company is widely misunderstood or MAGA labelled, hear from the CEO Cobi on the masterplan of Chapter to redefine what retirement means in the long term.

My conversation with Cobi is his first ever long form podcast and it is one of the best ones I have recorded so far. He was incredibly candid and insightful as we got to dive into his time at Palantir where he spent 5 years, why he chose to go after the ~60m seniors (aged above 65) in the US to make Medicare easier for them, utility of AI in its current state, recruiting and some common myths in business.

Hope you enjoy!

In case you missed my conversation with Colin, you can catch up below. It was a pure masterclass on thesis driven investing and was Colin’s first ever long form podcast.

Timestamps

00:00 – Intro
02:38 – Why Chapter is Misunderstood?
5:48 - What Chapter is doing?
8:14– Why founder market fit is a joke
09:13 - What does Palantir actually do?
12:31 - Building Conviction
16:50 - What are tech enabled service businesses
21:08 - Recruiting without bias
27:12 - AI in Chapter and Building a lean team
32:33 - Allocating time as a CEO
37:53 - Building Culture and interviewing
50:29 - Choices that compound
57:55 - Casting at Palantir & Alternate career choices
1:03:41 - China vs US
1:13:12 - Has innovation stagnated?
1:15:52 - Chapter’s business model innovation
1:23:41 - Zero To One-isms
1:31:05 - Helpful mentors in life
1:36:37 - What does a business plan mean for early stage companies?
1:39:54 - Other problems to solve
1:46:27 - Rapid fire and signing off

Watch on YouTube

As a technologist if you go over the Twitter/X timeline, it will be hard to miss hype videos of frontier tech companies announcing their new funding rounds or showcasing early prototypes of their product. You see photos of founders in a giant warehouse with the American flag hanging at the back, this represents a crop of builders and entrepreneurs who are advancing manufacturing (Atomic), building defense-tech (war-tech? think Navier Boat, Epirus etc) or going for moonshots like humanoid robots (think Figure AI), manufacturing in space ( Varda Space or Outpost Space) and so on.

In 2022, I clearly remember hardware was still an outlier category very few VCs invested in. Fast forward to 2024, 38% of total funding raised by venture funds had a hardware thesis. There has definitely been a shift. 2023, the “American Dynamism” micro-cultural movement is born as a16z launched their new fund with a focus on critical technologies. This also coincided with the e/acc micro-cultural movement many might remember which represented technology acclerationists, technologists on Twitter/X including Marc Andreessen had e/acc as postfix in their names.

Narya had this thesis in 2019. Four years before it went mainstream on at least the X timeline, before more funds flocked into the space and raised millions of dollars against the thesis, back then it was truly contrarian to go actively look for founders outside Silicon Valley or founders working on critical problems outside of the Silicon Valley flavor of the year. Majority of the capital was still being deployed into SaaS, then crypto and now its AI. Majority of the capital was still being deployed into SaaS, then crypto and now its AI (to be fair it still is, according to Carta’s pre-seed funding report only 19% of funding went into frontier tech in 2024).

Narya invested in Rumble with a thesis around free-speech before Twitter was acquired by Elon, they invested in Atomic, an advanced manufacturing startup out of Detroit and started the movement on Reindustrializing America and continue to develop theses 3-5 years before they go mainstream.

Colin explains in our conversation how Narya continues to come up with a contrarian thesis and stay away from technology hype cycles (including AI), what he learned working at Mithril Capital which has produced an incredible talent mafia of its own with former associates now in leadership roles at 8VC, Linux Foundation, DARPA and so on including the Vice President of the United States of America.

Colin has never really sat down for a long form conversation like this. This was one of my favorite episodes, hope you enjoy the show as much as I did recording it!

One takeaway for me was that Twitter/X, tech podcasts and blogs are a lagging indicator of where the most value will get accrued on a 5 year timeline and our job as founders of ideas, companies and early stage investors is to identify the biggest markets, the unique ideas, find or assemble the right team and have a differentiated business model with some sort of a masterplan for going after the market. The question one should always ask themselves is how would you create a monopoly on a 10 year timeline? But in the short term you should be able to zoom in and work on pushing out your version of the Tesla roadster not the Optimus humanoid robot.

Timestamps

00:00 - Intro

01:44 – What Narya VC does

03:57 – Working with Peter Thiel, JD Vance and Falon Donahue

09:35 – Why are harder problems solved away from SF

13:24 – The Mithril “Mafia” and getting into Venture

20:26 – The origin story and the Ohio thesis

27:01 – Why Reindustrialization Matters

31:45 – Narya’s core investment theses

39:10 – Narya’s investments

43:48 – Co-creating Reindustrialize

51:25 – Evaluating founders

57:41 – Why Betting on America’s Industrial Future Was the Contrarian Move

1:03:41 – Contrarian frameworks at Mithril

1:09:08 – How Colin Spends His Time

1:25:41 – Partnering With Scientific Investors

1:36:32 – Advice to Young Builders

1:52:57 – Lessons from Mithril alumni

Watch on YouTube:

— Suffiyan Malik

Today’s episode features Auren Hoffman founder of LiveRamp ($RAMP), Flex Capital, Dialog, Safegraph and NQB8. This is one of the most interesting conversations I have had on the show so far and probably the best.

He grew LiveRamp to a $300m exit, has invested in 180+ companies through Flex Capital, a seed stage fund, is chair of Safegraph ($370m data company backed by Sapphire Ventures, Peter Thiel, Ridge Ventures) and is host of World of DaaS, a podcast and community for data nerds.

Auren is thinking of and validating new ideas on almost a weekly cadence. He continues to start new companies through NQB8 which includes a few successful spin outs. He also has a great blog post on it if you are interested in exploring different type of spinouts and how you should think about them as a startup.

Highlights

• Choosing What To Pursue. Why LiveRamp’s bet on vendor sprawl (not consolidation) was right, and how SafeGraph’s bet on a “data-buying explosion” may find its moment with AI.

• Succession Planning. Why founders should promote from within even if it means higher failure rates.

• Who You Know vs. What You Know. Why skills matter more than connections in today’s economy (but not in every industry), and how AI could shift the balance again.

• Career Time Horizons. Why optimizing for the mid-term is a trap, and how Auren thinks about fun in the short term while keeping eyes on the long game.

• Why Community is the Future. Why repeated, in-person interactions compound and why the most powerful communities will never be replaced by AI.

• Spotting 10x Talent & Founders. After funding, hiring, and working with hundreds of people, he explains why identifying 10x talent is more art.

• Decision Making. His framework for understanding micro-time, short-time, long-time, and big-time thinkers and why most CEOs thrive in the “hours-to-days” zone.

Hope you enjoy the show!

Watch on YouTube:

Timestamps:

00:00 - Intro

01:14 - Can you categorize founder archetypes?

02:36 - Upbringing & early entrepreneurship

04:10 - College and job experiences

09:05 - Hiring for age v. experience, succession planning

19:20 - Choosing What to Pursue

29:15 - Insight for Safegraph

37:05 - The importance of community in the AI age

42:42 - Capitalizing on a successful podcast

47:09 - Outsiders vs Insiders

51:32 - Why founders like Thiel are not in the government

53:53 - When should founders transition to board Chair

56:30 - Investing at Flex Capital

1:01:05 - Decision Makers: Short Time, Long Time and Big Time

1:09:41 - Learning from people below the ladder

1:12:27 - Conspiracy Theories

1:18:18 - Favorite interview questions and evaluating talent

1:26:23 - Are ambition and persistence linked?

1:30:10 - Reading fewer books and favorite TV shows

1:42:18 - Signing off

This was happening week, I was in NYC and recorded 3 really fun episodes with Packy McCormick (Not Boring), Colin Greenspon (Cofounder of Narya Capital with VP JD Vance and Peter Thiel) and Abe Murray (AlleyCorp - firm that incubated MongoDB and Business Insider) - stay tuned for those to drop within next month.

In today’s episode, I got to sit down with AJ Piplica, founder and CEO of Hermeus, a company on a mission to build the world’s fastest aircraft. We made a special trip to Atlanta for this one.

Sharing summary of the interview below.

Hermeus fundraise and progress so far

In just over six years, AJ and his team have raised more than $200M led by Sam Altman with participation from Founders Fund, In-Q-Tel and Khosla Ventures.

They have built a 200+ person team in Atlanta, and built three full-scale prototype aircrafts. The goal? Hypersonic flight at Mach 5, five times the speed of sound, enough to take you from New York to London in 90 minutes (Concorde did that in 3.5 hours).

Hermeus has gone defense-first: delivering uncrewed hypersonic aircraft to the U.S. Department of Defense and allied partners.

We forgot how to build planes

AJ mentions, in the 1940s to 70s, America would manufacture multiple aircrafts all in under 5 years. Now, that same process takes 20-25 years. In a world where China can field new systems faster than the U.S., AJ is betting on a one-aircraft-per-year cadence to flip the script. That requires iterating at a pace most would say is impossible for aerospace.

The DNA of risk appetite

His childhood obsession for “building things that move”, and being a SciFi fan from Star Trek to Star Wars, led him to Georgia Tech. After college, he got his start at Generation Orbit, where a team of fewer than 20 built and tested a rocket-powered hypersonic demonstrator for the Air Force. It was a crash course in doing more with less: avionics, rockets, flight tests, all with a minimal crew.

AJ’s family escaped communist Yugoslavia, with his grandfather literally jumping off a train to make it to North America before reuniting the family. Later, AJ learned his own parents once moved states for a startup job that collapsed within six months, a risk he didn’t even realize he grew up inside.

This taste of a small team, frontier aerospace foundation and the inherent entrepreneurial and risk taking, has now laid the foundation for Hermeus’s “life and death” motto.

This episode is a masterclass in solving hard problems fast. What it means to truly iterate at a pace you rarely see in hardware. Hope you enjoy as much as I did filming it!

Watch on Youtube:

Timestamps

• 00:00 - Introduction

• 00:41 - Why Atlanta

• 02:42 - Childhood obsession and early life

• 05:44 - Hypersonic vs Supersonic

• 10:21 - Defense first approach

• 16:22 - Fielding aircraft, then vs now

• 23:18 - Building in America

• 31:00 - Hermeus long term vision

• 38:23 - Business, numbers, incentive, deadlines

• 47:23 - Trust and co founder relationships

• 55:12 - Culture fit and hiring

• 59:51 - Why airplanes?

• 1:04:59 - Risk appetite and the migration story

• 1:12:15 - Optimists vs pessimists

• 1:18:21 - AJs LinkedIn cold messaging strategy

• 1:23:18 - Mentors

• 1:27:42 - Raising money and investor stories

• 1:29:45 - Closing thoughts