Yes, sometimes there are setbacks and frustrations, but you are always making progress towards that tangible Point B, and when you get there, you have the satisfaction of “shipping”.
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This is great insight. Would love to have you on my podcast to dig in deeper - I've had a number of great SV operator/VCs on to share perspective (Keith Rabois, Megan Quinn, Jason Lemkin, etc.). DM me or email at romeen@gmail if interested - would love to have you on the show!
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I absolutely agree with you. I'm transitioning back to VC after a year and a half of operating and it's been a weird feeling because I want to work with all companies but know there's going to be a threshold of being helpful... Thank you for writing this!
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Seems like apples to oranges. Saying VC goal is 'make a return for LPs,' then comparing it to shipping a test/feature/product. If VC goal is not to 'make an investment,' similarly Ops goal is not to ship the above—those are steps, just like VC meetings/investments are steps.
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Fair. I should have clarified I assumed you wouldn't ship something if it wasn't moving metrics in right direction, not shipping for shipping's sake.
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Solid thread
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This is awesome — thx for sharing!
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1/2 Thought on this a bit more — one thing I’ll say is when your remit grows as an operating exec and you’re leading hundreds of folks globally, recognizing macro progress becomes harder. You’re never “done” and it often feels like you have not accomplished much.
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josh, you once explained it as micro stress vs. macro stress, and i liked that description. personally I like the everyday drive of iterating+shipping (micro stress), with a sprinkling of investing in the future... ;-)
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Would also add that the operating arcs are longer and deeper — multi month fund raising, big partnerships that create set periods of intense work which ultimately end and things slow down. VCs who serve on 10-12 boards have more frequent less intense waves to manage consistently
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