Daniel Low

Today, GTMfund’s is excited to announce to launch of Operator, its first incubated company. Max Altschuler (founder of GTMfund) teamed up with co-founder Adam M. (design engineer and 0-1 builder) and co-founder Mark Kosoglow (Outreach employee #1 and former SVP of Global Sales) to create Operator.ai alongside an insanely talented team Pleasant Middelhof, Jeremy Jonas, Carl Gunderson. We've entered a period called “The Great Ignore”. Spam and irrelevant, poorly-automated outbound campaigns are running rampant.   Operator gives you an easy-to-use Growth Engineer that allows you to build and enrich lists with accurate data, and run experiments and queries using AI to generate highly targeted outreach.    Check out their website to get updates, early access, and see how they are taking the world back to 2 touches meant to attract buyers into conversations that convert, instead of 20 touches meant to make sure you hit your activity number: https://www.operator.ai/

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Big announcement below! 👇 Let's talk about the current state of GP-LP affairs: 🤯Emerging VC managers have absolutely exploded over the past 5 years. 📈 At the same time, more and more data has surfaced that shows that emerging VC firms tend to outperform larger, established firms. 🤔 All of this has made it intriguing but tough for LPs to know where to direct their attention. 🛍 GPs frequently meet LPs at conferences who are window shopping but not committed to the asset class or emerging managers. 🧾 And both crews get overwhelmed by transactional convos. So Sydney Paige Thomas and I created Abundance. Abundance is a private, nomination-based retreat for active LPs and top emerging GPs to form new experiences together and build lasting relationships. Why Abundance? Abundance is knowing that there is more than enough for more than one to succeed. And a single win within a community is a win for the community itself. The journey of an emerging VC manager from 1st close to final close or Fund 1 to Fund 2 is (1) communal and (2) requires an abundant mindset. LPs look for structure and confidence to feel comfortable investing in early VC firms. Yet many of the feeds we scroll and conferences we attend reinforce inherent power dynamics and transactional thinking, which allows scarcity mindset to creep in for emerging GPs. Some of the best events I’ve attended have been intentionally non-transactional, e.g. Camp Hustle, Recast Summit, and other GPs’ AGMs. The fundraising success stories we see usually involve a community (usually of other GPs & LPs) coming together to support and open doors for the emerging GP. We designed Abundance to be an immersive gathering that fosters these connections. Starting tonight, ~100 GPs and LPs are descending upon Seattle for the inaugural Abundance retreat. This has been under wraps for months and I can’t wait to see it come to life! Thanks in advance to our awesome sponsors who were the earliest believers in this vision: Sydecar, Amazon Web Services (AWS), Gunderson Dettmer, & Zelda Ventures. And shoutout to my dad Ed Illig for logo design & Halle Kaplan-Allen being the first sponsor to say yes 🤩 Presented by The Council Capital & Symphonic Capital.

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My cofounder twisted my arm to join a "B2B Product-Market Fit" bootcamp. I was skeptical, but it wound up being insanely useful - probably the highest ROI thing we've ever done. Here's why: WHY I WAS SKEPTICAL: Yes, product-market fit is "the only thing that matters." But it's a vague concept. It's a vague, ethereal thing that nobody seems to understand. It doesn't seem like the kind of thing you can teach or learn. I'd also tried all the "best practices" out there (ideation exercises, customer interviews, experimentation, etc.) and found that they... didn't really work. So a bootcamp about product-market fit seemed like the best way to incinerate money and time. WHY I DID IT: My cofounder and I met with Rob Snyder, who's got founder experience and started this weird Product-Market Fit bootcamp... geared towards MBA/consulting/i-banking as well as product and developer types. In our first 30-min meeting, Rob didn't try to sell us on the bootcamp... he just helped us make a TON of progress in our business. I was still skeptical… But we decided to do the bootcamp & schedule weekly 1:1s with Rob. Why not -- it was more affordable than a sales coach, and Rob actually speaks at a founder level WHAT HAPPENED: The bootcamp is insane, like nothing else I've experienced. It approaches product-market fit from first principles, but is highly actionable. So we made a bunch of progress on our business, but I also built mental models about product-market fit and scaling that help me feel confident that I'm focused on the right things. It also didn't take a ton of time, maybe 2-3 hours per week. Not at all a distraction, with a very high signal:noise ratio. My favorite part has been getting a ton of feedback from Rob and from other founders in the program. We review each others' sales decks, sales calls, outreach messages... and debug things to get closer to "pull", vs "push." It was cool to see that there were pre-revenue companies all the way to companies with $2M+ ARR... each trying to find repeatable pull and deepen their understanding of product-market fit. SO WHAT: Our startup feels different now. We're getting a lot of traction, our sales conversations are smooth, and I know exactly what matters & doesn't. We feel pull in sales calls, customers say, "we're cutting budget... Konko is the only thing we're investing in." This is energizing to hear, and a lot of this comes from the work we've done as part of this bootcamp. If you're a B2B startup, $0-$2M ARR, and customers aren't pulling the product out of your hands... you should apply to the next Product-Market Fit bootcamp. We're coming back for our second round, it starts July 8, DM me for an intro to Rob! (Or just DM Rob Snyder)

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Really sick episode. My favorite parts: 1. The discussion on Lyft’s mentorship program, rental program, and other interesting ways they were able to boost driver supply while also supporting other aspects of the business. 2. The call-out of behavioral econ as a useful lense to look at markets and problems(I’m biased because it was my major). 3. The discussion on how a lack of labor mobility in Europe manipulates the incentives of startups. Probably one of my favorite episodes so far.

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I'm loving this debate between John Cutler and Ed Biden - both are thinkers and leaders I deeply admire. Zero-interest PMs were hired by zero-interest Product Leaders, who were probably hired by zero-interest CEOs. It's turtling all the way up 🐢 Are they all incompetent? Nah, they are just a product of the environment. It would've been foolish to not take advantage of the zero-interest capital. The key question is whether these people - at all levels from the CEO to the PMs - are capable of adapting to the current environment where profit margin and sustainability are key. Everyone needs to 'sober up' after years of being drunk and high with cash. Zero-interest leaders focus on acquisition at all costs. Sober leaders focus on bringing solid value that leads to retention and sustainable growth. Zero-interest leaders double, triple, even quadruple the size of their team. Sober leaders realize that team size != productivity, that spending hours in alignment meetings for a small feature isn't any fun. Running lean is the way forward. Zero-interest leaders build or even acquire aggressively, trying to capture as much market as possible. Sober leaders are thoughtful in choosing just 1 or 2 things to do. Zero-interest leaders care about framework and rules "This is the only correct way to do product." Sober leaders care about results, knowing that those frameworks and rules are merely vehicles to achieve results. Ultimately, sober leaders are accountable for business performance, not just acting like consultants in suits talking big words and making pretty slides. It's not easy to sober up - but it's adapt or die.

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PitchBook is reporting that VC headcount is treading down. 📉 I guess that's not so surprising - while $$ volume is up, the deal count isn't strong. 🤖 But I'm wondering how much of this is driven by AI reducing the need for junior people vs. the cyclical nature of the industry. Tools like Haje Kamps's Pitch Guide makes it a lot easier to quickly analyze decks. On the other hand, VCs aren't known for using tech to disrupt themselves (which is kind of ironic). I'll drop a link to the PitchBook article in the 1st comment.

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A really interesting and powerful performance management practice. "Use the “30-day test” to maintain a high-performance team. Create a reminder to ask yourself this question 30 days after someone joins the team: “Knowing what I know today, would I hire this person?” If the answer is yes, tell the person you’re excited about them and give them more equity—you’ll gain a lot of loyalty. If the answer is no, you need to fire them immediately, to avoid the inevitable damage they will cause to you, your team, and themselves." from Uri Levine Founder of Waze, via Lenny's podcast. https://lnkd.in/gyS2HzZP

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Halfway through our Y Combinator batch, over 60% of the startups in our cohort (including us) were stuck pivoting. That’s when Paul Graham flew in from England to talk about finding a great startup idea. Here’s what he told us: 1️⃣ Turn off the three ‘bad idea filters’: By turning off the ‘bad idea filters’ in your head, it instantly becomes easier for good ones to emerge. 1/ The sanity filter: Often, the greatest startups come out of ideas that originally seemed insane. So don’t shut down ideas because they seem impractical. For eg, when Airbnb started, no one ever thought people would let strangers sleep in their homes. 2/ The money filter: Money is important for a startup, but if you’re able to drive strong growth without generating revenue, don’t discard the idea. For eg: JustinTV (now Twitch), began with a guy live-streaming his life with a camera strapped to his head. There was no revenue stream initially. 3/ The schlepp filter: Don’t dismiss an idea just because it seems like too much work. For eg: Stripe had to handle unholy amounts of legal and regulatory work to get banks onboard their payments platform. Still, they did the hard work, and Stripe solved a problem that hundreds of their contemporaries were afraid to work on. Often, the impractical hard work becomes the moat that protects your startup from competition. 2️⃣ Don’t build for boomers   If you’re only building for boomers, your company will die with them. Whatever you’re building needs to become popular amongst the younger generation. If you’re a college student and you find a lot of your peers using what you’re building (and not just because they’re your friends), it could well be the start of something big. 3️⃣ Stop thinking all the best ideas are taken As founders, we often come up with an idea only to realize another company has already built it. We then find ourselves wishing that such other company didn't exist. You need to throw that mentality out the door. One quote I’ll always take away from PG’s talk is that there are billions of years of existence left. It would be practically impossible (and quite frankly depressing) for all the good ideas to run out by 2024. These tips really helped us zero in on what we’re building today. At our last startup, Desklamp, we’d spend weeks on end producing each feature launch video. During our pivot phase, PG’s talk inspired us to ask ourselves if we could automate that process using AI. That bold question led us to Clueso (YC W23): end-to-end AI automation for producing software videos for companies. #startups

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