ToC is the only thing I did.

@Abi Tyas Tunggal I somehow omitted this post: https://omnilabs.ai/

Looks great! Perhaps also, how do we go about porfolio construction? How should we think about setting expectations as VC fund managers? How big a fund should you raise, and how many companies should you invest in? What check size and valuation should you aim for, and what % equity should you aim to own? Should you reserve capital to invest in future rounds? If so, how much? And when and how should you do follow-on investing? These are tough questions, and the answers aren’t always obvious.

- In 1984, VC partners reported monitoring a median number of 8.8 portfolio companies. - They averaged five board positions, indicating a focus on a small number of investments. Time commitment to portfolio companies: - Investors in the 1980s spent an average of 80 "on-site" hours and 30 hours on the phone with each company per year. - This demonstrates a significant time commitment to their portfolio companies. Active management by VCs: - VCs of the 1980s were willing to leverage their position, ousting an average of 3 CEOs during their careers. - This highlights a time of active management and investor power. Concentrated attention on portfolio companies: - In 1984, VCs focused their attention on a smaller number of businesses, monitoring an average of 8.8 portfolio companies. - This indicates a concentrated approach to investments. Venture Capitalists in 1984: - Associates played a role in monitoring companies, but partners were primarily responsible. - Investors during this era favored having fewer, closer relationships. - Smaller firms tended to be more active than medium and large-sized ones. - Investors dedicated significant time to their portfolio companies, both on-site and through phone conversations. - Investors spent more time with lead companies compared to non-leads. - Raising money was the most frequent and important form of help given to companies. - Investors also helped with strategic planning, management recruitment, operational planning, introductions, and compensation issues. - VCs replaced CEOs in a high percentage of cases, leading to traumatic experiences for all parties involved. Venture Capitalists Today: - Modern VCs have an increasingly networked approach, maintaining a vast network within and outside of their portfolios. - The deployment speed varies among venture firms, with smaller firms being more active. - The growth and formalization of the asset class may impact the amount of focused time investors can give to their portfolio companies.

Thank you for the warm welcome. I'm delighted to be a part of this community and share my knowledge and experiences in the venture space. Most importantly, learn from my community members. I look forward to engaging in discussions. Please let me know if I can be of help to anyone.

I never really published that article on breaking to VC, but if you go to curiouscompass.blog you can find some interesting VC articles. However, I want to be respectful of the no-self-promo rule.