Alessio Fanelli: evaluation

Transcript context

…'s like a whole discipline called like management that, you know, we're not figuring out for the first time here, but then you, then there's a tendency to like lean too far back, you know, it's tough. And if you're like a 30 year old and you hire a 45 year old exec from, you know, high-flying company and a guy who was running like a $10 billion P&L and came to work for Dropbox where we were like a fraction of a billion dollar P&L and, you know, what am I going to tell him about sales? Right. And so you sort of recognize pretty quickly, like, I actually don't know a lot about all these different disciplines and like, maybe I should lean back and like let people do their thing. But then you can create this, like, if you lean too far back out, you create this sort of like vacuum, leadership vacuum where people are like, what are we doing? And then, you know, the system kind of like nature reports a vacuum, it builds all these like kind of weird structures just to keep the thing like standing up. And then at some point you learn enough of this that you're like, wait, this is not how this should be designed. And you actually get like the conviction and you learn enough to like know what to do and things like that. And then on the other side, you lean way back in. I think it's more of like a table flipping where you're like, hey, this company is like not running the way I want it. Like something, I don't know what happened, but it's going to be like this now. And I think that that's like an important developmental stage for a founder CEO. And if you can do it right and like make it to that point, like then the job becomes like a lot of fun and exciting and good things happen for the company, good things for happening for your customers. But it's not, it's like a really rough, you know, learning journey. It is. It is. I've had many therapy sessions with founder CEOs. Let's go back to the beginning. Like today, the AI wave is like so big that like a lot of people are kind of scared to jump in the water. And when you started Dropbox, one article said, fortunately, the Dropbox founders are too stupid to know everyone's already tried this. In AI now, it kind of feels the same. You have a lot of companies that sound the same, but like none of them are really working. So obviously the problem is not solved. Do you have any advice for founders trying to navigate like the idea maze today on like what they should do? What are like counterintuitive things maybe to try? Well, I think like, you know, bringing together some of what we've covered, I think there's a lot of very common kind of category errors that founders make. One is, you know, I think he's starting from the technology versus starting from like a customer or starting from a use case. And I think every founder has to start with what you know. Like you're, yeah, you know, maybe if you're an engineer, you know how to build a product, but don't know any of the other next, you know, hurdle. You don't know much about the next hurdles you have to go through. So I think, I think the biggest lesson would be you have to keep your personal growth curve out of the company's growth curve. And for me, that meant you have to be like super systematic about training up what you don't know, because no one's going to do that for you. Your investors aren't going to do that. Like literally no one else will do that for you. And so then, then you have to have like, all right, well, and I think the most important, one of the most helpful questions to ask there is like, in five years from now, what do I wish I had been learning today? In three years from now, what do I wish in one year? You know, how will my job be different? How do I work back from that? And so, for example, you know, when I was just starting in 2007, it really was just like coding and talking to customers. And it's sort of like the YC ethos, you know, make something people want and coding and talking to customers are really all you should be doing in that early phase. But then if I were like, all right, well, that's sort of YC phase, what's, what are the next hurdles? Well, a year from now, then I'm going to need, but to get people, we're going to need fundraise, like raise money. Okay. To raise money, we're going to have to like, have to answer all these questions. We have to see like work back from that. And you're like, all right, we need to become like an expert in like venture capital financing. And then, you know, the circle keeps expanding. Then if we have a bunch of money, we're going to need like accountants and lawyers and employees. And I'm not to start managing people. Then two years would be like, well, we're gonna have this like products, but then we're gonna need users. We need money revenue. And then in five years, it'd be like, yeah, we're going to be like tangling with like Microsoft, Google, Apple, Facebook, everybody. And like, somehow we're going to feel like deal with that. And then that's like what the company's got to deal with. And as CEO, I'm going to be responsible for all that. But then like my personal growth, there's all these skills I'm going to need. I'm going to need to know like what marketing is and like what finance is and how to manage people, how to be a leader, whatever that is. And so, and then I think one thing people often do is like, oof, like that it's like imposter syndrome kind of stuff.…

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