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← A growth team that only explores turns scattershot, and one that only…
17 connected korrents · 13 moments on record from 17 Jun 2018 to 3 Sept 2026.
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venture capital Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Same subject Read this korrent: A growth team that only explores turns scattershot, and one that only exploits saturates — the job is to keep oscillating between the two. A growth team that only explores turns scattershot, and one that only exploits saturates — the job is to keep oscillating between the two. Last stated 11 months ago
5 Oct 2025
AC
Albert Cheng — holds since 2025-10-05 — tap for who they are
Same subject: Steady experimentation is what a growth team controls, but the step changes come from outside waves the company did not create and would be foolish to ignore. — tap to centre the map on it Steady experimentation is what a growth team controls, but the step changes come from outside waves the company did not create and would be foolish to ignore. Last stated 11 months ago
5 Oct 2025
AC
Albert Cheng — holds since 2025-10-05 — tap for who they are
Same subject: A team should grow in bursts followed by periods of consolidation, because continuous hiring never lets it gel. — tap to centre the map on it A team should grow in bursts followed by periods of consolidation, because continuous hiring never lets it gel. Last stated 8 years ago
17 Jun 2018
WL
Will Larson — holds since 2018-06-17 — tap for who they are
Same subject: A growth model that works today still has to be evolved by overlaying other growth models on top of it. — tap to centre the map on it A growth model that works today still has to be evolved by overlaying other growth models on top of it. Last stated 2 years ago
19 Jan 2025
EV
Elena Verna — holds since 2025-01-19 — tap for who they are
Same subject: A growth team's ceiling is a ten to fifteen percent lift, which is never enough to reverse a company that is already sliding. — tap to centre the map on it A growth team's ceiling is a ten to fifteen percent lift, which is never enough to reverse a company that is already sliding. Last stated 2 years ago
19 Jan 2025
EV
Elena Verna — holds since 2025-01-19 — tap for who they are
Same subject: Directing an AI will turn out to be like leading a team: too prescriptive stifles good ideas, too open-ended wastes time going the wrong way. — tap to centre the map on it Directing an AI will turn out to be like leading a team: too prescriptive stifles good ideas, too open-ended wastes time going the wrong way. Last stated 2 months ago
9 Jul 2026
AM
Adam Mosseri — holds since 2026-07-09 — tap for who they are
Same subject: Roadmapping and pure iteration are both failure modes; a product team has to keep stretching out to strategy and compressing back into shipping. — tap to centre the map on it Roadmapping and pure iteration are both failure modes; a product team has to keep stretching out to strategy and compressing back into shipping. Last stated a month ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A startup does not need a growth team to start growing, because the first wave of growth has to be founder-led. — tap to centre the map on it A startup does not need a growth team to start growing, because the first wave of growth has to be founder-led. Last stated 2 years ago
19 Jan 2025
EV
Elena Verna — holds since 2025-01-19 — tap for who they are
Same subject: The right way to size a project is by the size of the projects you have already finished, not by how skilled you are. — tap to centre the map on it The right way to size a project is by the size of the projects you have already finished, not by how skilled you are. Last stated 4 years ago
14 Dec 2022
DY
Derek Yu — holds since 2022-12-14 — tap for who they are
Same subject: A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. — tap to centre the map on it A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first. — tap to centre the map on it A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first. Last stated 2 years ago
17 Dec 2024
CM
Charity Majors — holds since 2024-12-17 — tap for who they are
Same subject: A company should hire a product manager only against a specific need, never by default. — tap to centre the map on it A company should hire a product manager only against a specific need, never by default. Last stated a month ago
2 Aug 2026
TV
Tom Verrilli — holds since 2026-08-02 — tap for who they are
Same subject: A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero. — tap to centre the map on it A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero. Last stated a month ago
28 Jul 2026
SA
Sam Altman — holds since 2026-07-28 — tap for who they are
Same subject: A founder cannot delegate judgment: the chief executive has to make the decision that makes sense to them, however much momentum the alternative has. — tap to centre the map on it A founder cannot delegate judgment: the chief executive has to make the decision that makes sense to them, however much momentum the alternative has. Last stated a month ago
7 Aug 2026
MH
Max Hodak — holds since 2026-08-07 — tap for who they are
Same subject: A founder needs ambition rather than a sense of duty, because a startup is grueling enough that dutifulness will not carry anyone through it. — tap to centre the map on it A founder needs ambition rather than a sense of duty, because a startup is grueling enough that dutifulness will not carry anyone through it. Last stated 4 days ago
3 Sept 2026
PG
Paul Graham — holds since 2026-09-03 — tap for who they are
Same subject: A company that grows enough eventually has no need for investors. — tap to centre the map on it A company that grows enough eventually has no need for investors. Last stated 6 days ago
1 Sept 2026
PG
Paul Graham — holds since 2026-09-01 — tap for who they are
Same subject: About 5% is the most common final ownership stake for the founder of a VC-funded startup that works out. — tap to centre the map on it About 5% is the most common final ownership stake for the founder of a VC-funded startup that works out. Last stated 2 months ago
18 Jul 2026
PL
Pieter Levels — holds since 2026-07-18 — tap for who they are
Same subject: AI factories and foundries are too capital-intensive for venture money; they need government or sovereign funds behind them. — tap to centre the map on it AI factories and foundries are too capital-intensive for venture money; they need government or sovereign funds behind them. Last stated 3 months ago
18 Jun 2026
LT
Lip-Bu Tan — holds since 2026-06-18 — tap for who they are
At the centre
A growth team that only explores turns scattershot, and one that only exploits saturates — the job is to keep oscillating between the two.
Holds AC Albert ChengRead this korrent →
Steady experimentation is what a growth team controls, but the step changes come from outside waves the company did not create and would be foolish to ignore.
Holds AC Albert Cheng
A team should grow in bursts followed by periods of consolidation, because continuous hiring never lets it gel.
Holds WL Will Larson
A growth model that works today still has to be evolved by overlaying other growth models on top of it.
Holds EV Elena Verna
A growth team's ceiling is a ten to fifteen percent lift, which is never enough to reverse a company that is already sliding.
Holds EV Elena Verna
Directing an AI will turn out to be like leading a team: too prescriptive stifles good ideas, too open-ended wastes time going the wrong way.
Holds AM Adam Mosseri
Roadmapping and pure iteration are both failure modes; a product team has to keep stretching out to strategy and compressing back into shipping.
Holds TV Tom Verrilli
A startup does not need a growth team to start growing, because the first wave of growth has to be founder-led.
Holds EV Elena Verna
The right way to size a project is by the size of the projects you have already finished, not by how skilled you are.
Holds DY Derek Yu
A CEO cannot be a calibrated interviewer for every role, so insisting on interviewing every candidate makes hiring worse rather than better.
Holds CM Charity Majors
A company should always have as few employees as possible, and hiring is the lever a leader reaches for last rather than first.
Holds CM Charity Majors
A company should hire a product manager only against a specific need, never by default.
Holds TV Tom Verrilli
A belief nobody else shares is a warning, and a belief everybody shares is also a warning; the right number of people who agree with you is small but not zero.
Holds
A founder cannot delegate judgment: the chief executive has to make the decision that makes sense to them, however much momentum the alternative has.
Holds MH Max Hodak
A founder needs ambition rather than a sense of duty, because a startup is grueling enough that dutifulness will not carry anyone through it.
Holds
A company that grows enough eventually has no need for investors.
Holds
About 5% is the most common final ownership stake for the founder of a VC-funded startup that works out.
Holds
AI factories and foundries are too capital-intensive for venture money; they need government or sovereign funds behind them.
Holds LT Lip-Bu Tan