Stripe Founder Quotes

The whole point of the White Stripes,” according to founder and frontman Jack White, “is the liberation of limiting yourself.

This group includes Elon Musk, plus the founders of YouTube, Yelp, and LinkedIn. They would provide the capital to Airbnb, Lyft, Spotify, Stripe, DeepMind—now better known as Google’s world-leading artificial intelligence project—and, of course, to Facebook.

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

website Kickstarter.com (“A New Way to Fund and Follow Creativity”), where inventors, entrepreneurs, and dreamers of every stripe could post their wild schemes and pet projects and ask for money to fund them. BioCurious announced an initial goal of $30,000. The partners were soon oversubscribed, almost overwhelmed, with 239 backers pledging $35,319. In the fall of 2010 Gentry and her partners were looking to lease 3,000 square feet of industrial space in Mountain View, but in the end settled for a 2,400 square feet in Sunnyvale, calling it “Your Bay Area hackerspace for biotech.” In December 2010, meanwhile, another DIY biohacker lab, Genspace, opened in Brooklyn, New York. The founders referred to it as “the world’s first permanent, biosafety level 1 community laboratory” (genspace.org). Many others soon followed, in the United States, Canada, Europe, and Asia. With free synthetic biology kits, DIYbio, Livly lab, BioCurious, Genspace, and others, the synthetic biology genie was well and truly out of the bottle.

Chances are, if you’ve learned something, there’s probably a good portion of your community that would find value in learning that same thing from you, even if you aren’t the world’s leading authority on the subject. And if you’re regularly learning, then you’ll always have regular content to contribute to the community. This can become a nice flywheel over time, as teaching often becomes the best way to drive your own curiosity and inspiration to learn more yourself. And when you learn publicly, your students will have questions that force you to learn even more stuff to teach them. You don’t have to teach everything you learn. In fact, a narrower core focus can be better. For example, Patrick McKenzie, a writer, entrepreneur, and software business expert who is best known for a 2012 post on salary negotiation that has since become a cult classic in the software engineering space, believes that the best personal brands exist at the intersection of two topics. He now works for Stripe, where he continues to write and advise software engineers and software entrepreneurs about how to start and scale their businesses, speaking from real experience as a creator and business owner himself. If you’re learning every day, which you probably are, you’ll have something to share every day. Meanwhile, you’ll build your skills and experience, learn to speak the language, and grow your community, all essential ingredients when you eventually have a product you are ready to sell. Unfortunately, as you probably already know, there are no shortcuts. As you think about what you’re creating now and how that might lead to a business in the future, look to the communities you’re already a part of. You’ve invested time and energy there, so perhaps you already have an idea of how to proceed. If you don’t, keep going, and continue using your time to get strong, to learn how to paint, to learn how to code, to learn how to write, or to learn whatever else you are into, teaching what you’re learning along the way.

In a research study called “How today’s fastest growing B2B businesses found their first ten customers,” startup veteran Lenny Rachitsky interviewed early members of teams from Slack, Stripe, Figma, and Asana. In studying how these earliest companies found their first customers, it was concluded that a significant number came from the founders tapping their personal networks: Only three sourcing strategies account for every B2B company’s very early growth. [These are: Personal network, Seek out customers where they are, Get press.] Thus, your choices are easy, yet limited. Almost every B2B business both hits up their personal network and heads to the places their potential customers were spending time. The question isn’t which of these two routes to pursue, but instead how far your own network will take you before you move on. It’s a huge advantage to have a strong personal network in B2B, which you can also build by bringing a connector investor or joining an incubator such as YC. Getting press is rarely the way to get started.44 Just as Uber’s ops hustle worked for solving the city-by-city Cold Start Problem, B2B startups have an equivalent card to play: they can manually reach out and onboard teams from their friends’ startups, building atomic networks quickly, as Slack did in their early launch. Or, many productivity products begin by launching within online communities—like Twitter, Hacker News, and Product Hunt—where dense pockets of early adopters are willing to try new products. In recent years, B2B products have started to emphasize memes, funny videos, invite-only mechanics, and other tactics traditionally associated with consumer startups. I expect that this will only continue, as the consumerization of enterprise products fully embraces meme-based go-to-market early on, instead of leading with direct sales.

Real transformations of major tech companies are extremely rare: I think because companies develop a particular capability, and a set of customers, and change is hard. You can’t take the stripes off a tiger. If you’re born a dog, you don’t die a cat.

Some of the most noted angel investors are Alexis Ohanian (founder of Reddit), Marc Benioff (founder of Salesforce) and Max Levchin (founder of Paypal, Slide and Affirm) who on occasion invest in early stage and growth rounds as well. If the core product of the business begins to gain market share, and it seems the company has a lasting opportunity to scale and become an emerging leader, investors like First Round Capital and 500 Startups step in at the seed or Series A round. Growth equity firms like Stripes Group, General Atlantic and Insight Venture Partners typically come in at the Series C or D stage when the business becomes the number one or two player in the industry and is ripe for an IPO or strategic acquisition.

In my study, I found Elad Gil to be one of the most successful angel investors. He has made investments in twenty-four billion-dollar companies—including Airbnb, Airtable, Brex, Coinbase, Gusto, Instacart, Opendoor, Pinterest, Stripe, Square, and Wish—most in the seed or series A stage.