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29-Oct-2019 13:07

What does Clark do to fundamentally make himself present enough to appreciate those inflection points and moments of enlightenment? 4.) How does Clark think about taking the time to appreciate the milestones that are achieved? What can be done to ensure these moments of company and personal growth are recognised?

How can everyone use note-taking to gain this level of self-consciousness? What have been Clark’s biggest moments of realisation on this theme?

CLICK TO PLAY CLICK TO LISTEN ON ITUNES In Today’s Episode You Will Learn: 1.) How Mike made the move from VP of Product & Engineering at Facebook to General Partner at the world-famous, Sequoia Capital?

What were Mike’s biggest takeaways from his 8 years at FB seeing the hyper-growth first hand? How does Mike balance between trusting his gut and relying on the data?

Daniel Kan is the Chief Product Officer @ Cruise, the company building cutting-edge hardware and software that work seamlessly together to transform the way we all experience transportation.

In 2016, Cruise was acquired by GM for a reported

What does Clark do to fundamentally make himself present enough to appreciate those inflection points and moments of enlightenment? 4.) How does Clark think about taking the time to appreciate the milestones that are achieved? What can be done to ensure these moments of company and personal growth are recognised?How can everyone use note-taking to gain this level of self-consciousness? What have been Clark’s biggest moments of realisation on this theme?CLICK TO PLAY CLICK TO LISTEN ON ITUNES In Today’s Episode You Will Learn: 1.) How Mike made the move from VP of Product & Engineering at Facebook to General Partner at the world-famous, Sequoia Capital?What were Mike’s biggest takeaways from his 8 years at FB seeing the hyper-growth first hand? How does Mike balance between trusting his gut and relying on the data?Daniel Kan is the Chief Product Officer @ Cruise, the company building cutting-edge hardware and software that work seamlessly together to transform the way we all experience transportation.In 2016, Cruise was acquired by GM for a reported $1Bn.What advice does Clark give to the many aspiring entrepreneurs that ask for his advice?

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What does Clark do to fundamentally make himself present enough to appreciate those inflection points and moments of enlightenment? 4.) How does Clark think about taking the time to appreciate the milestones that are achieved? What can be done to ensure these moments of company and personal growth are recognised?

How can everyone use note-taking to gain this level of self-consciousness? What have been Clark’s biggest moments of realisation on this theme?

CLICK TO PLAY CLICK TO LISTEN ON ITUNES In Today’s Episode You Will Learn: 1.) How Mike made the move from VP of Product & Engineering at Facebook to General Partner at the world-famous, Sequoia Capital?

What were Mike’s biggest takeaways from his 8 years at FB seeing the hyper-growth first hand? How does Mike balance between trusting his gut and relying on the data?

Daniel Kan is the Chief Product Officer @ Cruise, the company building cutting-edge hardware and software that work seamlessly together to transform the way we all experience transportation.

In 2016, Cruise was acquired by GM for a reported $1Bn.

What advice does Clark give to the many aspiring entrepreneurs that ask for his advice?

Bn.

What advice does Clark give to the many aspiring entrepreneurs that ask for his advice?

Why does Mike believe that the notion of Saa S as a construct will fade over the coming years? What size do the incumbents have to be to really engage in the M&A process moving forward?

Since the acquisition Cruise has raised .25 billion in committed capital and has attracted Soft Bank, Honda, and T. As for Daniel, he started his career at a startup called User Voice.

He then founded Exec, an on-demand hospitality service company, and successfully sold Exec to Handy.

At what point is the asymptotic point of the utility value of the data for models today and how does that change over the coming years?

What does Mike instead see as durable and sustainable moats?

2.) Mike has previously said that he has struggled in the past when it comes to “overthinking investments”. How does Mike think venture partnerships should participate in this balancing act?