Marc Andreessen

But Daily Venture doesn't scale well geographically. The geographic scale experiments tend not to work. And the reason is just because you end up having to be face to face with the people for a long time, both during the evaluation process, but also during the building process. Because in the first five years, these companies generally aren't on autopilot.

But Daily Venture doesn't scale well geographically. The geographic scale experiments tend not to work. And the reason is just because you end up having to be face to face with the people for a long time, both during the evaluation process, but also during the building process. Because in the first five years, these companies generally aren't on autopilot.

You actually work with them a lot to help make sure that they do the things that they're going to need to succeed. There's a part of this that is very, very deep interpersonal relationships, conversations, interactions, coaching. By the way, we learn from them. They learn from us. It's a lot of back and forth. We don't come in with all the answers, but we have one lens because we see a panorama.

You actually work with them a lot to help make sure that they do the things that they're going to need to succeed. There's a part of this that is very, very deep interpersonal relationships, conversations, interactions, coaching. By the way, we learn from them. They learn from us. It's a lot of back and forth. We don't come in with all the answers, but we have one lens because we see a panorama.

They have another lens because they're in the specific details a lot more than we are. And so there's tremendous interpersonal interaction that happens. Tyler Cohen talks about this. I think he calls it project picking. Certainly talent scouting would be another version of this.

They have another lens because they're in the specific details a lot more than we are. And so there's tremendous interpersonal interaction that happens. Tyler Cohen talks about this. I think he calls it project picking. Certainly talent scouting would be another version of this.

which is basically like if you look back over hundreds of years, for any new area of human endeavor, you almost always have this thing where you have very idiosyncratic people who are trying to do something new. And then there's some professional support layer of the people who fund them and support them for the

which is basically like if you look back over hundreds of years, for any new area of human endeavor, you almost always have this thing where you have very idiosyncratic people who are trying to do something new. And then there's some professional support layer of the people who fund them and support them for the

The music industry, that's David Geffen finding all the early folk artists and turning them into rock stars. Or it's David O. Selznick finding the early movie actors and turning them into movie stars. Or it's the guys sitting in a cafe, a tavern in Maine 500 years ago, figuring out which whaling captains are going to be able to go get the whale.

The music industry, that's David Geffen finding all the early folk artists and turning them into rock stars. Or it's David O. Selznick finding the early movie actors and turning them into movie stars. Or it's the guys sitting in a cafe, a tavern in Maine 500 years ago, figuring out which whaling captains are going to be able to go get the whale.

You know, it's Queen Isabella getting the pitch from Christopher Columbus on the Royal Chambers and saying, yeah, that sounds plausible. Why not? There's this alchemy that has developed over time between the people who do the new thing and then the people who sort of enable support and fund those people.

You know, it's Queen Isabella getting the pitch from Christopher Columbus on the Royal Chambers and saying, yeah, that sounds plausible. Why not? There's this alchemy that has developed over time between the people who do the new thing and then the people who sort of enable support and fund those people.

say, like, there's no guarantee that this continues, but that's like a 400, 500 year endeavor. Honestly, probably it's thousands of years old. You probably had tribal chieftains 2000 years ago, 3000 years ago, sitting around a fire and the young warrior would come up and say, I want to go take a hunting party into this other thing. And I want to see if there's better game over there.

say, like, there's no guarantee that this continues, but that's like a 400, 500 year endeavor. Honestly, probably it's thousands of years old. You probably had tribal chieftains 2000 years ago, 3000 years ago, sitting around a fire and the young warrior would come up and say, I want to go take a hunting party into this other thing. And I want to see if there's better game over there.

And the chief sitting around the fire and trying to figure out whether to say yes or no. So there's something very human about that. My guess would be that that continues. Having said that, if I meet the algorithm that can do that better than I can, I will instantly retire. We'll see what happens.

And the chief sitting around the fire and trying to figure out whether to say yes or no. So there's something very human about that. My guess would be that that continues. Having said that, if I meet the algorithm that can do that better than I can, I will instantly retire. We'll see what happens.

A big part of running a venture firm, in our view, is there's a set of values you need to have and a set of behaviors that are what we call timeless. Respect for the entrepreneur, for example. You need to have tremendous respect for the entrepreneur and the journey that they're going on. You need to be deep in the details to really understand what they're doing. You don't do drive-bys.

A big part of running a venture firm, in our view, is there's a set of values you need to have and a set of behaviors that are what we call timeless. Respect for the entrepreneur, for example. You need to have tremendous respect for the entrepreneur and the journey that they're going on. You need to be deep in the details to really understand what they're doing. You don't do drive-bys.

You're building deep relationships. You're going to work with people for a long time. By the way, the companies are going to take a long time. We don't believe in the overnight success. Most of the great companies get built over 10 years, 20 years, 30 years. NVIDIA is a great example. NVIDIA is, I think, coming up on their 40th anniversary.

You're building deep relationships. You're going to work with people for a long time. By the way, the companies are going to take a long time. We don't believe in the overnight success. Most of the great companies get built over 10 years, 20 years, 30 years. NVIDIA is a great example. NVIDIA is, I think, coming up on their 40th anniversary.