My entrepreneurial ambitions led me to major in computer science, which opened the door to internships at companies like Meta, Slack, and Robinhood. My desire for more agency and autonomy over my work drove me to intern at progressively smaller companies. My first internship was with Facebook, which at that time had about 12,000 employees. When I joined Slack, it was a 1,200-person company. And finally, when I got to Robinhood, it was a 300-person company.
In 2022, when Yoni Rechtman's boss asked where he wanted to be in five years, the newly hired venture capitalist told him, "Not here." What might have sounded like defiance was exactly what Kevin Colleran, managing director of Slow Ventures, wanted to hear. The firm doesn't promote from within. It keeps funds small - "easier to return many multiples of success," Colleran said - and so the firm needs fewer investors.
If you've ever worked in or around startups, you've definitely seen it: a small team, new funding, great enthusiasm, and a whiteboard full of objectives and key results (OKRs). Everything appears polished, strategic, and "grown-up." However, for early-stage products, the polish might be a trap. In the early, messy, uncertain stages of product development, narrative always outperforms strategy. A compelling story not only guides your team, but it also persuades investors, early adopters, and potential hires to believe in something that doesn't exist yet.
TechCrunch is set to announce the 2025 Startup Battlefield 200 on August 27, showcasing the most promising early-stage startups at TechCrunch Disrupt from October 27-29.