You people are doing everything but your job.
You're writing these requirements, you're pitching customers, this and that.
You're doing all this stuff.
It's a lot of work.
But your job is right product, right time.
And if you don't give me the right product at the right time, I don't give a fuck what you do.
The story of the company is why do we exist?
Why should this be a company?
Why should you join this company?
Why should you invest in this company?
The why is the depth.
If you know the why, I don't even have to tell you the what, because you know what to do.
Founders spend time on everything.
Hiring, fundraising, product specs, customer conversations.
But at the end of the day, there's only one thing that determines whether a company works.
Whether you deliver the right product at the right time.
Everything else supports that goal.
Strategy evolves as you learn.
The story becomes how you communicate it.
And the team exists to execute it.
But none of it matters if the product isn't right.
In a world where tools are changing faster than ever, the core challenge remains the same.
Here's Ben Horowitz speaking at A16Z's Speedrun on what it takes to get it right.
Another challenge that we talk about here at Speedrun often is sort of building teams.
Many of the folks who are bringing on their first teams employees, their first sort of set of hires.
What do you find has worked best in teams trying to attract top talent early on, when they don't have as much of a brand or a track record just yet?
Well, if you have a brand, all you have is a story, right?
So this is something that I think founders often neglect over time is so.
The story of the company is also the strategy of the company.
Nobody's got some strategy in their back pocket that's entirely secret.
And then they've got a story that's different.
So like, that's the one thing.
And the truth about strategy is It's not like a meeting that you have and you go out with your team and go like what's our strategy?
Okay, everybody give me your input.
And then we assemble this strategy by committee.
What really is happening is you have the initial idea, you're learning about the market, you're learning about the customers, you're learning about the technology, you're learning about each other.
And in your mind, you're kind of adjusting that strategy a little bit at a time every day.
But then a quarter later, it's actually pretty different than what you started with.
And so it's really important that you keep upgrading your story, the articulation of your story.
Like I would definitely recommend it be in written form and it kind of be something that you can share with everybody in the company.
But everybody you're recruiting, everybody you're trying to raise money from, like all your constituents, every customer.
What the hell is the story of this thing?
And the problem that I think founders have is it doesn't feel like work.
Like, what are you doing today?
I'm working on my story.
That doesn't sound like work.
Why don't you have like OpenClaw write that for you, motherfucker.
But sorry for the language.
I used to be a CEO.
So because it doesn't feel like work, people don't do it, but it's probably one of the most important parts of the job is to have that thing really.
And even like today at the firm.
John will tell you like I write the story every once in a while.
Not all the time, but
It's very helpful for people to just go, and it's helpful for me to go.
This is what we're trying to do here.
And just double clicking on that, because I feel like that's so important.
What does that look like tactically when you say writing down stories?
Is it being active in social media?
Is it a culture doc?
No, no, I think the culture is kind of separate from the story of the company.
The story of the company is like, why do we exist?
Like, why should this be a company?
Why should you join this company?
Why should you invest in this company?
Why should you work at this company?
You have to answer that question, the why.
So the story is answering the why.
Like, you have KPIs and OKRs or all that kind of stuff.
That's what.
But the what is kind of a vague interpretation of the why.
The why is the depth.
If you know the why, I don't even have to tell you the what, because you know what to do.
That's a strategy.
I know what my job is.
I'm going to go run after that.
It depends on what medium you are best at articulating yourself in, but I think that I would say, like writing it out, long form helps a lot because it forces you to be the most disciplined on it.
But you just have to have a running articulation of the why.
Do you feel like in an AI world where now the nature of talent and teams is changing very rapidly, do you feel like founders should be trying to look for particular traits or skills in the employees that they're hiring now?
What would you look for that's different than talent from pre-AI?
So I think it's a little hard to know.
I mean, it depends on the position.
It depends on the company and all those things.
But I do think Two things that, at least in Silicon Valley, have probably been underrated over time are going to increase in importance anyway, which are creativity and ability to create and maintain relationships.
I think those are things that are hard to get out of at least Today's AI in a very good way.
So if you don't have instincts around those things it's, I don't know that all the AI in the world can help you.
Whereas kind of like the grind them out tasks, AI is already really good at.
So those are things like, do you have original ideas?
Can you establish and maintain very high quality, high fidelity relationships with people?
Off the rip, I think people don't think about that enough.
In my business, I would say people don't value that highly enough.
One big advantage I think that we have at the firm is we really look for that on the relationship side, but many firms don't.
Just ignore that whole thing.
Like, it's not a thing.
It's a thing.
And on the creativity side, there's an element of taste there as well, right?
Do you have good taste in decision making and the people that you hire and so on and so forth?
Yeah.
But just like idea.
You know, I find what's very valuable is just people have new ideas on what to go pursue.
So...
Well, I'll give you an example.
So we had kind of a legendary marketing organization that we had built, but we built in 2009.
So it was very oriented towards traditional media.
And then it was very hard to get breakthrough ideas about how to use new media.
And then, as we brought in people who were very, very creative on that front, all of a sudden we were able to do that super effectively.
But it's difficult.
Like it's not, not everybody has like a ton of ideas around a new thing.
That's actually not that comment.
You wrote a classic essay a number of years ago called Good Product Manager, Bad Product Manager.
Yeah, it was like the first thing I wrote, I think.
It was required reading for me when I started being a PM.
And you didn't work for me.
I don't know who required that.
I literally wrote it for seven people.
That was the audience.
The people, seven people, product managers who worked for me.
I was so fucking mad at them because I was like, you people are doing everything but your job.
You're writing these requirements, you're running around, pitching customers, this and that.
You're doing all this stuff.
It's a lot of work.
But your job is right product, right time.
And if you don't give me the right product at the right time, I don't give a fuck what you do.
I need you to do that.
And so that was why good product manager, Brad, that was the whole idea.
It wasn't anything.
It was just like that simple, this is the job.
All these things Things that you're running around doing are not the job.
This is the job.
Like, you know, like a BBs in a beer can.
They were bouncing, doing this.
I'm doing that today.
That and that and that.
I was like, well, am I going to get the product I want?
I'm just going to get a bunch of fucking random features that everybody told you you should put it in.
What do you think holds true about sort of those principles in today's age where it feels like the AI landscape is shifting so quickly?
Does it even make sense to have a PM?
What is the product leader's job today in this landscape you feel?
Right product, right time.
What else is it?
So this is you sounding like a fucking product manager.
It's like, oh, now the landscape is different.
I won't write a PRD.
I'll write a prompt.
Okay, great.
Is it going to get you the right product, right time?
If not, it doesn't matter.
That's the only thing.
That's the only thing that job is.
And look, there's a lot that goes into it.
You've got to define the product correctly.
You've got to market it correctly.
People have to understand that you have the right product.
Somehow it's got to get out there.
The engineers have to be able to build the thing.
There's a lot that goes into it, but that's what it is.
And if you can't do that, then...
Opus 4.6 can do like all those tasks, no problem.
But it was just like the key decision point.
That is, what problem to focus on at all in the beginning.
And then a lot of the actual tactical steps to your point.
Opus can do a fantastic job at the PRD, and wrangling agents and so on and so forth.
Yeah, I mean, it's a very, very hard problem.
If you can do it, you can found a company, you can create something.
It's a very difficult thing to get to a right product, right time.
You have to understand a lot about the world.
You have to understand a lot about the technological landscape.
You've got to understand a lot about the technology that you have and i'm not saying it's easy, but i'm saying that's what it's always been.
And like, the problem with a product is kind of the technology right, like what's technologically possible.
It's You know if you've already got one in market.
It's like what do the customers of that want?
It's what does the market want?
You know, what is the competition doing?
There's a lot of things that go into, like, is this a product that's going to work?
And I think you need somebody who's responsible, accountable to all of that.
Now, you know, maybe you've got like a product architect who's already good enough to do that or these kinds of things.
So like, I don't think the title matters, but that thing matters.
What are the opportunities out there that you would be most excited to potentially build?
Well, that's why I'm not like a founder now.
Like you're asking me to...
I'm like running a venture capital firm.
Like there's so many.
I'd say like one of the most interesting areas are the areas that we have shortages in.
Like we funded a company which I never thought we would fund.
That's doing a new transformer, not like a model, but like a literally a power transformer, because there's like a massive shortage in power transformers.
It's like a big problem if you're trying to build a new power plant which we need a lot of and you know it's a very interesting idea how to do them like much easier, more efficiently, and so forth.
So i think you know like we've got electricity shortage, chip shortage, token shortage um, gonna have cooling shortage, so like, And there's all kinds of levers that you can pull to alleviate some of those shortages, and those will be valuable.
So yeah, if there's unlimited demand for tokens, which there seems to be, like what are the supply-side issues?
I think is pretty interesting.
And then...
You know, there's just all kinds of like problems of humanity that have been around for a long, long time, like cancer and things like that, which are now kind of solvable.
So I think there's really interesting opportunities.
So as a founder, this is what you shouldn't do.
You shouldn't like just pop random ideas off of your head.
You have to actually go in.
Try and do something hard and then figure out where there is no solution in the world and then go solve that.
If you have an idea and you're working on it, and you've been working on it for some time and it doesn't look like it's working, how do you know when the right time to pivot or to continue to keep going?
Are there signals that you look for from the market?
How do you think through that?
That's a very specific, very, very specific question.
Pivots.
Typically, as somebody who's done a pivot, pivots typically don't work, particularly if you get to a certain scale.
So doing a light pivot like I did, I think is very difficult.
And so you better have no choice because any choice is better than that choice, I would say.
I think that Look, if something changes, you made some set of assumptions when you started.
Some set of those are always wrong.
So you're always a little bit pivoting.
Nobody goes, oh, I'm going to do this, and then they go build it, and it's exactly as they laid out.
That never happens that way.
So you're going to change the idea as you go, but you're kind of like okay, what did I think at the beginning?
What did I learn?
What's the delta?
Does that mean this whole thing is unviable or I have to make some adjustments like that?
That's always a question that you're asking yourself, but I don't think there's any kind of like miracle idea that you have.
That goes okay.
Time to pivot.
Like I've checked these 17 boxes and now I'm fucked.
So I'm going that way like that. that's not really the way it works in reality.
Chris Dixon has talked about the idea of navigating the idea maze, right?
It's like you're sort of trying every potential.
Yeah, everybody is going through the idea.
There are no ideas.
There's only the idea maze.
And you're going to run into a wall in the market.
You're going to run into a wall with competition.
You're going to run into the wall with the underlying technology.
You're going to and you're going to have to keep moving.
A major thing that comes up for discussion all the time is defensibility today.
That if you're building an AI application, it feels like it can get copycatted very easily these days.
I think defensibility just in general is very tricky when things are moving so fast.
How should the founders think about defensibility?
Like, what is the sort of unit of competition these days?
Is it momentum?
Is it speed?
Is it the team?
Is it culture?
It feels like there's a, how should they think about that?
I mean, I still think, look, there's still hard technical problems to solve.
And so, like, it's a hard technical problem that's For example, like a model for a humanoid robot is like a pretty hard technical problem still, despite everything.
So like, that's one thing.
Look, you know, possession of the customer is still very, very valuable.
And like.
An easy example of that is ChatGPT.
How much model differentiation does OpenAI have at this point?
You know, maybe they have negative differentiation in some areas, but they've got the most consumers and that still matters and that kind of can get them to the next square.
And the brand.
Yeah, and the brand.
So those things, I think as long as the customers are humans.
That's still quite a big thing.
What advice or things would you suggest everyone think about as they go into their first set of fundraisers, to sort of help them be successful?
I mean, I really think that knowing, like Being able to articulate really why you're building this company in a way that convinces even you that you should rejoin your company, is really a thing.
So you want to.
If you can convince yourself like completely, like this is the greatest freaking idea in the world, then that's the most compelling thing.
I think that the mistake people make in fundraising is they go, well, what does Ben want to hear?
And does he want to see a graph like this or does he want to?
Um, you know, know this about market size or whatever.
That's very hard to figure out and you usually get it wrong.
Um, but you can know like, how would i convince myself to join this company?
Is is really we're invest in this company?
And like, let me make that argument uh, is I think that always works the best, because that's also the thing that you're not going to get talked out of in a pitch.
That's the worst thing that can happen to you is you get talked out of your idea.
It's like, well, why the hell aren't you doing this?
Oh, I hadn't thought of that.
Don't do that.
It's as much about finding the right partner for you, right?
Like someone who actually understands the vision and is going to go along.
Yeah, I mean, I think you want people invested who really want to invest in what you're doing, not what they want to hear.
Yeah.
It's kind of like a bad way to start a relationship too, right?
Like, I'm going to pretend to be this other person and then you're going to like me.
But then we're going to get together and you're going to find out the real me.
And that tends not to work out either.
And with that, let's give a big hand for Ben.
Thank you, everyone.
Thank you, Ben.
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