I love what I do. I get to work every day with a group of people that I admire quite a lot. I don't know how many people have that experience, but I'm not willing to find out.
And I don't think people appreciate that it’s a team game here at Sequoia. Really, it is.
Healthcare is still a big area of interest for me. It’s not the only one, but it’s what I’ve focused on.
I joined Sequoia in 2008. It was a totally different interview than any I'd ever had. I met Doug in Boston and he didn’t care at all about, “OK, you got good grades.” He cared about why. What did my parents do? What drove me?
My first thought when I got here was, “How would I ever fit in with a group of people this smart?” I still think about that a lot.
Changing payment models, policy, the consumerization of healthcare — there are these big, tectonic plate shifts happening. From a regulation point of view but also scientifically. And it’s still 20% of GDP.
It's not insane to think that the lifespan of a human is going to be 100 or 120 years by the time I'm done doing this kind of work.
I just like listening to sports talk radio.
We try to have this attitude at Sequoia when we're on the board of a company that, if things are going poorly, you take your foot off the accelerator. And if things are going great, you sort of pound it.
You’re almost more difficult to deal with when things are really working, because when things aren't, it's not helpful for someone to be a jerk.
I wish I would've taken more physics and math classes. And philosophy, and theology.
I know this is the whole Silicon Valley thing, where it’s like a Michigan or Ohio State star on your helmet if you've failed before. The goal isn't to fail, ever, but in some ways you can't be a great board member if you haven't.
Every company goes through tough moments.
I’m pretty interested in 3D printing. Soon we'll be able to 3D-print homes. And what happens to fashion when you can print a T-shirt for 10 cents?
If you choose me as your partner, you're not choosing me. You're choosing us.
Founders want to be involved with specific partners because that's who's going to be at your board meeting, but there's a lot of interaction that goes on between board meetings over the lifetime of a partnership. And that involves all of us in the building.
With Percolate, that’s been an eye-opener for me — what’s happening on the brand side. And the idea that brands are going to finally take back some ownership of everything they’ve outsourced to agencies.