I'm recording. Yeah, how's my hair Nick? Do I look ridiculous and shoulda where to have it? Oh my God, I went to the teaching salon in for a haircut a few days ago. Then teaching salon $10. You got $10 worth of value. My neck was literally bleeding. The guy cut my neck like six places. It's diagonal of the back. And he was stolen the whole time I walk in. He's like, what do you want? I'm like, I put this thing. He's like shit, okay, sit down. I thought I was like in a barber shop. I came to the camera. Why would you possibly do that? There was nothing available. I told my wife, I'm like, get me any hair appointment. Anything. I just got to get my haircut. It was so long. And then she's like, oh, I got you an appointment at the teaching school. Oh, I'm like, that's high end. All the hair salons stylists go there. It must be awesome. This guy fucking butchered me. Guys worth over $100 million. You got a $10 haircut. Fucking $10. And then he's like, what would you like to tip? I'm like, you're the tip. You should be a fucking barber.
All right, everybody. Welcome back to the all in podcast episode one for one. Chamath PolyHappatia has gone missing somewhere in the Mediterranean. We've sent some search crews out. We got some beacons. We're trying to find him, but he is not here today. There will be no conspicuous consumption or discussion of truffle season or wine. But instead we went to the BG squared. If you got to come to all in summit 2022, one of the highlights of the event was having two BG's, Brad Gerstner and Bill Gurley on the pod. So we thought for all star summer, we would bring in some all stars here. Welcome back to the pod. Fifth bestie, Brad Gerstner and Bill Gurley. How are you, sir?
Bill, you don't do a lot of press. You don't do a lot of pods. And I know you're on a lot of boards, but you're not part of benchmarks next fund. So people are wondering, are you retiring? What are you up to? I know you're still got all these boards. You're on. But what's Bill Gurley up to these days?
Yeah, I appreciate that. As you mentioned, I'm on nine benchmark boards still. So I'm working with those and doing the classic work that I've been doing my whole career. Second thing is I've started, I've done a handful of angel deals about 1-100, the frequency of J-Cal here, but a few. So dipping my toe in the water. And then third, I've been working hard on a book. I've got a co-writer, we've been doing a ton of research. We've got a proposal ready to go on an agent. We're going to go out to publisher soon.
Oh, well, you should just do a Harper business. I'll put you in touch with Hollis. That's the winning publisher. That's the best business publisher in the world. And perfect.
No, Harper Collins Business, world's great publisher. World's great publisher. And you don't need what the thesis is.
不,哈珀柯林斯商务,世界上伟大的出版商。世界上伟大的出版商。而且你不需要知道这篇论文是关于什么的。
Yeah, it's a further development of a speech I gave at the University of Texas Business School about how to chase and succeed in your dream job.
是的,这是我在德克萨斯大学商学院发表的演讲的进一步发展,演讲主题是如何追逐并成功获得你梦想的职业。
Oh, nice. Oh, so like career advice, letter to a younger girly? Is that what this is? A letter to a younger builder?
哦,不错。哦,所以这个是关于职业建议,写给一个年轻女孩的信吗?这是给年轻的建筑师写的信吗?
I didn't want to do like, "Oh, here's my thoughts on venture capital." That didn't feel right. This is something I'm more passionate about. And something I hope will be impactful to a lot of people. I've already gotten quite a bit of feedback from people that have been moved by the shorter version on the presentation.
What would you when you look on your career, unpack it for a minute? What do you think the things you got right where or the things? You know, you might change in terms of your career and being happy and finding your passion.
Yeah, I do feel super fortunate that I was able to do my dream job for over two decades. And I love innovation. I love betting and gambling. And I love the combination of being able to think through markets and disruptions and to be able to place bets. And all those things are super exciting. Things I got right. Studying history, which is something I talk a lot about and we'll be talking about in the book. Like, knowing who the patriarchs were of your industry and knowing what they thought, I think, is super powerful in any endeavor. And then networking, just like crazy, which I think is actually easier today. So those are a couple of the themes that we develop. Networking and studying history. Specifically, you and I have had many conversations about biographies. We both share a passion for those top biographies, not of business people, but that had an impact on you. And then I'll go around the horn top biographies that had an impact on you, preferably ones that aren't business, but if it is business, I guess it's okay.
One that actually led to me developing this theme was learning more about Danny Meyer's journey, who is the renowned restaurant owner in New York City and the founder of Shake Shack. But he had a career where he was in sales. He was about to go to law school and his, I think his uncle told him, what are you doing? You know, you want to be a restaurant owner. And he stopped that day, took a job at 10K a month. Our 10K a year. He took like a 90% pay cut and started studying. And that gets into the history part, but he just started studying and obviously the rest of his history, to tell those of you that know about Danny Meyer. Set it setting the table is the book. Yeah. And that is the book Union Square Cafe Grandma Chitavran amongst some of his great restaurants going around the horn here, Friedberg.
导致我开展这个主题的一个事情是了解了丹尼·迈耶(Danny Meyer)的经历,他是纽约市著名餐厅老板和Shake Shack的创始人。但是他曾经从事销售工作,本来打算去上法学院,我想他的叔叔告诉他:“你在做什么呢?你想成为一名餐厅老板。”于是那一天他停下了,接了一个每月1万美元的工作。或者是每年1万美元吧。他接受了一个90%的薪水减少,并开始学习。这就涉及到了历史部分,但他只是开始学习,显然剩下的就是历史,对于了解丹尼·迈耶的那些人来说。《Setting the Table》是一本书。是的。联合广场咖啡厅、祖母Chitavran等一些他伟大的餐厅的书籍正在流传。
You have a favorite biography you read or something that impacted you young in your career. And then do you feel like you figured it out and what did you what would you change about the early part of your career? So the same two questions. That's a three very loaded questions. I don't know how to pick which one you want to answer that one. I will tell you, when I was running my company in 2011, climate, yeah, the climate corporation, I read the Walter Isaacson biography of Steve Jobs. Yeah. And he actually profiled a number of jobs as management techniques. My only operating role prior to that was working at Google.
So that was the only management experience or exposure I had had. And then reading about how Jobs ran his management team, it actually changed my behavior going into the office. I I took a very different approach and I saw the results almost immediately. What was the primary thing that impacted you? Well, first of all, like having the cadence and the and the directness with the team, engaging the team fully in discourse, immediately making decisions, getting everyone to commit, moving forward very quickly. I was the first time CEO. So I never had a good mentor and reading those segments of Jobs's management style in his biography was just a really great tool to add to my emerging toolkit on how to be a manager and how to be a CEO and how to run a company. That was big for me.
I could rehash everything about early on in my life. I don't think that's the use of. Walter, Isaac Sten's bug on Elon coming out in a couple of weeks, which should be interesting. I sat for an interview with Walter for that one. So I'm interested to see how that turns out. Yeah, I did too. I was asked to. I didn't, you know, we were asked to do it. No, I did it. I did it. I, you know, I don't, I didn't ask to do it. I got asked, you know, if I would give some anecdotes, I think Saks also got asked if he would do some anecdotes. So I think it's going to be pretty good. And Walter was hanging around. He's been putting passages out on Twitter, right? Yeah. I mean, he's such a good writer and just watching him, you know, David and I were at Twitter for a little bit and, you know, just being.
He was hanging out. He was like, you know, in the corner of the room, like, just paying a lot of these meetings. Yeah. So he was there basically during the whole transition. I think that was going to be the ending of the book is, you know, he had to cut it off at some point, but he was there for the first month of the transition. Yeah. The Twitter takeover and for rocket launches and everything in between. So he, I mean, watching his biography technique is, uh, it's pretty intense. I mean, he spends a long time with the subjects and, you know, just taking notes and talking to everybody around him. So he would, you know, peel off Saks or peel me off. Hey, uh, could I ask you a question about this or ask you a question or that? What do you think of this? Well, Jake, I'll speaking of books.
I'm in the rare position of needing your advice. Oh, okay. Here we go. I think that's a compliment. Sort of a compliment. Okay. So you would Harper college. I'm going to do a book about how to create, run scale, operate software companies, which will be an extension of the blog I've been writing for a couple of years, which I haven't been active on mainly because I've been using that time for this pod, but I was writing it a pretty good clip until we started doing all in pod. Yeah. I want to get back to putting that together. Yes. And I could go chapter by chapter, you know, here's how you should think about marketing. Here's how you should think about sales. Here's how you should think about finance metrics and so on.
But I'm not sure that's the best way to present the material. So yeah, do I just write the book that I think it should be or do I work with a publisher on what the business book should be and they kind of give me the guidance. So it's a great question. You are in a unique position where, you know, you're successful and you have an audience for the book and success for you is for, you know, great founders to read the book and for it to have impact. As opposed to somebody who's an author who just wants to be published, right? So you have a different reason to do this.
I think you should write the book. You should decide who you want the audience to be and what you want to get out of the book and you should forget about publishers and the whole grand scheme of things. Then when you write the treatment, you write the first five chapters or so, then you can bring it to a select group of publishers. You can get an agent. I can introduce it to two or three agents. There's, you know, a top two or three in this field.
And I think what you should do is the business advice is out there, right? And the techniques are out there. But what you have is you have war stories. So the technique I used in my book, Angel, was to, you know, talk about techniques and investing that I had learned from other folks, including Bill Gurley and Michael Moritz or whatever. But then I would give my anecdotes, things I had experienced personally. And what that does is it makes the examples, let people really get some narrative out of the book. And so the lesson combined with the actual practical experience, that's kind of the magic of these business books.
I think do you have a favorite biography, your self-sax, either business or non-business? I don't think I read a lot of business biographies. Really? I read one business, how to book back in the PayPal days. You know, I didn't have any real business education. Good to great. Do you remember what it was? It was good to great. Yeah. I mean, that was the seminal book at the time. So I read this book and literally one chapter was on how you should stick to your core idea. And then the next chapter was about how you should be flexible. So I'm like, well, both of these ideas are right situationally. Yes. But so how do you decide? So I came away from the book thinking, this isn't really going to help me because it doesn't give you what you really need, which is what are the specific situations in which you should apply a given principle. Yes. And I kind of came away from like thinking that business self-help books just weren't that they're too theoretical and weren't that helpful. And this is where biographies really become helpful because you actually get to see why that technique was to play Brad.
Do you have any business files that you get related to that about sex? Sex do not write a how to book. Yeah. Right. Write a book about your visceral experiences, right? That just you happen to teach people how to along the way, right? You have a lot of, you know, I just think the story is powerful.
Holy shit. What? What? Unbelievable. Is it calling zoom bombing when you just zoom? Wait a second. So I'm going to look at this. Oh, no. Oh, no. Oh, no. I got to get this guy. This guy fell off a boat in the Mediterranean. Thank you to the Starlink team yet again coming to the rescue. What is this? Oh, no, I just started to come and say hi. You have to hang. This is the black mirror version of the Brady bunch right here. What happened? Are you lost and see we tried to get you and find you the yacht was missing. The dinghy is missing. We sent out search crews. Hold on to your camera and go. You look like Tiger Woods in this shot. A guy, a guy that I work with. It's my through the Michael Bridges of the all in podcast and that you haven't missed a podcast since the beginning. So then that's the only reason why I'm coming into the same. Yeah, it's in my head. I just want to do business. That's a lot. I love you guys. Enjoy the pop. I'll talk to you later. I'll watch. Bye. Bye. Look at that. The Iron Man Street continues. Bye. You didn't want to give up. I love you. This is he's drunk. He's drunk. That was a drunk zoomed out. You remember he's nine hours ahead.
Jay Cal, to answer your question. Yes, please. Teddy Roosevelt, man in the arena, Phil Knight, Alexander Hamilton. Those three for me that like the takeaway, the red thread that connects them is do shit that matters. Do stuff that matters. Your life is short. Get in the arena major in the majors, but do stuff that matters. So they all were inspirations for me, both in terms of how I organize my own life, but also how I think about investing. Fantastic. And I'll give you a couple of ones that you may not have thought of, something like an autobiography, the biography of Akira Kurosawa, the famous film director. Absolutely outstanding. Great recommendation. I'm going to I actually want to read that. That's a great. Incredible. I'll read that. Who wrote it? Akira Kurosawa. It's an autobiography. Oh, it's his autobiography. Autobiography. Oh, wow. Warren standing up. Steve Martin, Bill Gerlin talked about this one. And it really is fantastic. I've actually listened to it twice. And that's one of the great things about these biographies. You listen to him a second time. Here's another one, Saks. This is critical for you on writing. Oh, I'm listening to that. You've listened to it. Who's buying free? Fantastic. Stephen King. Oh, Stephen King, huh? On writing might be top five for me involved. And he really goes into like the story of Harry. He wrote like a small treatment of Harry. He was a math teacher. He threw it in the garbage because he was so frustrated with his wife sees it in the garbage. She reads it. She says, this is incredible. You should keep writing it. He writes it. He sells the book for $10,000. She's getting paid like $9,000 as a teacher. He can't quit his job. And back in the day, they used to sell your hardcover rights and your paperback rights separately. If your hardcover went well, then you would do a paperback and go mass market. He gets a call. They sold the rights to the mass market book, $400,000 to paperback. This agent gets on the phone and says it's $40,000. And he thinks he hears $40,000. He says, well, $40,000. That's incredible. That's four years I might be able to quit. My job as a teacher goes, no, that's $400,000. Says, OK, so $40,000 divided by nine. It's like maybe it's even closer to five years. He says, no, you're getting 400,000. You can't believe it. And that was basically the story of Stephen King. But it'd be great, great to listen to prior to writing a book. He's absolutely it's it's super amazing. Most people don't know this fact, but King wrote the novella that became Shossing. Absolutely. Yes. So that's right. He's got a lot of those you you didn't know it. And then the Malcolm X biography is amazing, too, if you haven't read it. So those are just non traditional ones of people following their passion. One of the things about it is the extreme effort and the decades of perfecting a craft that I found super appealing about these. Nothing happens easily in your honor, J Cal, the rest of the episode. Seven, seven, seven, seven, right.
By the way, if you're a startup founder, entrepreneur, CEO, best film to watch. Because. Well, yeah, I mean, there is no rules. There is no giving up. There is you do what it takes and you persist. I think persistence is one of the biggest I've talked about is one of the biggest predictors for success. And there's a character that emerges. Once you're facing challenge, this film does such an incredible job of demonstrating the essence of that character.
Yeah. I think it's also a similar character that's needed in a biography. You'll see that a number of the actors in that film. A occur in other films by. Cara, who that star is, the Tashira Mufune. Yeah. Yeah. Who is in all of he's just about in all of his views. He was he was squirt to De Niro to Scorsese. Yes. Scorsese sort of modeled his relationship with De Niro after Kurosawa and George Lucas, Kurosawa, Francis for Coppola were all disciples of Kurosawa's, you know, incredible. Well, the seventh samurai was remade as a Western. The Venus and seven with I think Steve McQueen and Yule Brenner. Yep. A lot of Kurosawa's movies were remade as Westerns. Yep. It just works pretty well. And they were they were all scored by any Amorekoni. A lot of them by Inu Markoni, which I was listening to in the cold plunge. I started in the cold plunge. Oh my God. I it's I would just like to say just a hearty fuck you. This is such a random show. We have no. Well, we'll get there. But I mean, I just want to start the pockets by saying fuck you. It's really like is there anything else that's going to be talking about on the show? I'm like, I don't think so. Show Rogan and all these assholes who said in order to be like successful, you have to jump in a cold plunge because now I've done it four times out of the last, like I'm doing it every other day. And they're right. I feel like a superhero after I do this.
Anybody doing cold plunge here besides me and Shama? No, but I mean, I was in Mexico. Oh, Bill's occasionally. And they had this this cold plunge thing. And I we did it every day that we were there at the hotel. But then we came back. Well, it's you get this in Dorphan, Rundjap. Rush afterwards. It's incredible. And then afterwards now when I go to the gym, I only do like a 10 minute ice cold shower afterwards. Like it's quite a hole to like and it feels amazing. You feel like so relaxed after you got it. I did six. I did five or six minutes at 58 degrees. I've been lowering it two degrees a day. But the first thing I did it at 43 or 44 for like 45 seconds. And my body started shaking. I got hypothermia instantly. Bill, you've done it. You've done this nonsense occasionally. I'm still not convinced there's any medical. Oh, but you got to sit around. You sit around. It's very trendy. It's very true. I have an inference on it too. So I'm doing inference on having started a little bit. I'm not a cycle bike. Right. And motorcycle bikes. I'm going to be biking cold. And we literally my last week has been failure. You just take your take your bike into the cold. And then you ride it into the inside. And then you go play pickle ball. Yeah. OK, and you're wondering why everybody hates us. And lifestyles of the abhorrent. One percent.
All right, listen, speaking of a couple of other rentals that are were cura sola films are worth watching. Actually, he did he did versions of Shakespeare, which I think is really interesting. Absolutely. So Kurosawa took on Shakespeare and then Hollywood kind of adapted Kurosawa. But a couple of really good ones thrown a blood was Kurosawa's adaptation of Macbeth and then Rand was his adaptation of King Lear. Two of my favorites worth checking out. Hidden Fortress also grit. And fortress became the basis for Star Wars. It was a big influence. Yeah, the R2 D2 and C3P characters, C3P. Oh characters who are like sort of telling the story are in the hidden fortress. You can see the direct descendent there. But for me, the genre I love for Kurosawa is his film, the wa era. Straight dog. I allow. I mean, these are exceptional films and high and low. I wanted to remake when I was thinking about being a film director. And it turns out Spielberg owns the rights high and low. Incredible story, but we digress here.
Let's get to the guy. You just won one last anecdote. Oh, the TV show Breaking Bad. Yes. Inspired by Akira, the Kurosawa film about a guy who finds out he's going to die. And when he finds out he's going to die, suddenly he becomes one of my favorite. Self like with this true like nature comes out. So an incredibly poignant film that obviously acquired the extraordinary TV show Breaking Bad.
Yeah. Akira is means to live in Japanese. And this is a story of somebody who has basically lived a modest amid is somebody who lived a mid life. But then at the end decides he wants to do something meaningful with his little pittance of money and to make an impact on the world. And so he decides he's going to take a parking lot that's disgusting and fill with garbage and make it into a kids playground. So people can enjoy their life. It is. And it's also it's to sure a Mafune as an old man. So in a way, this parallels their careers and trying to do something important. There's another one I live in fear. So those two to live and I live in fear about aging and getting all the genre.
If you don't know Akira Kurosawa, you know, just you're going to need to be a little patient because it doesn't have a thousand cuts per minute, like modern films. It's not the Transformers or a Marvel film, but it's well worth it. If you can get your ADHD under control, I would start with the samurai movies. I have the super samurai. Yeah. Seven samurai throwing a blood and ran. Yeah, you go there. And then there's, I mean, if you want to go super intellectual, Roshomon, which is about truth, every people's different. Every film theory, every film theory class starts with Ross and more. Yeah. So there's your USC film school. Divergence. Save 100 grand. OK. We just say we'll see you all at UCLA. Yeah.
OK, VC market update. Carda has released a series a funding map covering the first half of 2023, but the data is what's interesting. They covered and Carda basically manages cat tables and stuff like that for folks. Original company was eShares, I think. This is a funding map, which just shows like how much money was raised. Nothing really too consequential in there. But what's really interesting is the data on series A rounds, series A rounds. Series A rounds are typically the rounds when a benchmark or Sequoia, a craft come in and, you know, join the board and put in a. Significant check before that you have angels and seed investors. And after that, you have growth funds, but the series A is considered like a seminal moment in the history of a startup.
Media and round is now seven million raised. That's down 26% year over year. And this is all data from the first half of the year. It's the first half of 2023 versus 2022, which was a really crummy year. We're down from the crummy year, 26% on the dollars raised, seven million. And the pre money valuation, 40 million down, 17%. So last year, it was 11 million raised on 48. I don't have the 2021 data here, but it would be even more. So just right off the bat.
Reactions, sorry, you bill girly to what we're seeing in this series. A space is a return to normalcy. I mean, the series A's back in the, you know, Uber days and Airbnb days where what, five, 10 million bucks on a 30 million. So this is returned to normalcy. Yeah, I don't think you've gone quite back to that line, right? And so I think there's still a significant amount of competition at that level. And the fact that it's off a little bit is no worthy, but it's not like off 50% right. I think that market remains competitive. I think there's a number of great people out there investing at that level. And like, and of course the A.I. deals, like one thing it might be interesting is if you pulled the A.I. deals out, I bet those numbers would be more akin to what they were two or three years ago because those are being done at 200. Is the reason you went to angel investing or seed investing, let's call it because it's so crowded and competitive at the series A level. And what seed investing is now is what series A investing was for the 20 years of your career.
Nah. I did. OK. I think if I were practicing institutionally, I would state the series A level and take board seats and try and get as much ownership as possible, which is the one than the benchmark strategy. I am. This is more of a hobby thing for me. Got it. And I don't want board seats anymore. But it's super, super crowded at series A still to this day. I said it was competitive. I don't know that it's super crowded. I think a lot of people realize that if you can get two and a half or 3% management fee investing $300 million at a pop, that's an easier lifestyle than actually taking board seats and doing work. And so I think a lot of money and activity got pulled into the late stage market. Nearly every firm started doing that.
And once the once the center of gravity goes there and a firm, you know, and you're investing 200 million a clip, can you imagine the Monday meetings? Like who's paying attention to the person that's putting five million out of the time? Like it'd be hard. It's like going to playing high stakes cards and then you get invited to it. You're playing 200, 400, 200, 200 and you go to five, 10 games. It's like it's it's if they're the team and who's paying attention to the person playing in the little game. And so I actually think the number of people that practice at that level has actually gone down. Huh, but that doesn't mean, you know, the business since I got in, only got more competitive. And so there's still enough. And the other thing is the founders have learned how to play.
However, if there's 10 people doing it, they know, how to play them off of one another. They're very skilled at it. Yeah. That's a that's a weird thing that happened is like the playbook because of podcast, because of blog posts. I mean, just absolutely how to how to run a company and then, you know, how to, you know, negotiate with VCs is it's all been unpacked. Sax, what are you seeing? You're a series A investor. You compete with the Sequoia's, the benchmarks, heads up for these series A's. What are you seeing in the series A and what do you take from this data being down? 26% year over year, which probably actually means probably 50% down from the peak. Uh, what are those?
Well, yeah, the venture capital market peaked in Q four of 2021 in terms of both valuations and the amount of money that was being deployed and it kept going down throughout all of 2022. And I think it bottomed out in Q one of 2023, basically in the last several months. And I think now the pace of deployment has sort of stabilized and it's kind of stabilized at a pre pandemic level. So, you know, maybe a 2019 level. Now, I think that probably mass and big differences by round. So like you're saying series A rounds are more competitive. There's relatively more action there. I think the late stage rounds, Brad can speak to this. The capital there is dried up, I think, conservatively more. And those rounds are much harder to get. And the reason I think is because that when you have more operating history, then it's harder to raise a round based on narrative. Whereas when you're at a very early stage, you can basically just raise money based on a dream and a story.
The way I frame it to people is when I'm part of this is my fault because I'm training people in our accelerators and pre-excelerators. I tell them you're either selling promise or performance. And once you start having customers and numbers and retention, someone like SACS is going to be like, give me the data and they're going to look at churn and say, yeah, this business is too much churn. It's a leaky bucket, whatever. But when you're selling promise, it's a lot easier than selling performance. I'll tell you guys to see that as a well known CEO public company now, he told me, and I think, girly, I think you guys were investors. He said, as soon as we started having revenue, our valuation felt like it went down as soon as we started making profit, our valuation went down. Because at that point, you're judged on the quality of that stage of the business. Whereas before you could paint a picture with a thousand words about the different paths you might walk and everyone wants to believe the optimistic path will be walked. And so you can boost your valuation, boost investor interest. But once those numbers start to come through, it really changes the investor criteria for how they assess the value of the business.
Well, a lot of people will state if they have a product launch, telling them those tell you to raise money before you launch. Yeah, sell the promise of that launch. Yes. Old saying it's better to raise on the sizzle than on the steak. Mm. Yeah. Unless the steak is pretty high grade. Yeah, obviously, if the steak is great, then yes, that's the best time. But just to take that risk off the table. Yeah. But just to recap, I think where we are, I think the venture capital markets have stabilized for funding new companies. I think there's a mania going on with AI, both in terms of the size of these rounds and the valuations. It's like 2021 for a lot of AI companies. We're not participating in that craziness. We are doing some seed checks, I would say. And early stage AI companies were kind of calibrating the size of the check with the stage and amount of risk. And I think that's appropriate. So you are going pre-series AC, putting in that's a 500k one million dollar check. Seed is what makes the most sense, I think, for AI startups, because if you wait for a later round, then they're not being priced based on fundamentals at all. Yeah. Yeah. So what check size is that? 500k million? We just did. We did one of four million dollar check where he led kind of a bigger seed round. Got it. Fantastic. I love that those are called seed rounds today. I mean, it used to be three to five million was your series A, but yeah, sure. Seed round three to five. I still don't understand the term pre-seed.
So just to finish the thought, I think where we're at, and Brad can chime in on this, is I think the venture capital market has stabilized for new companies, new fundraising. However, I think there's going to be a one to two year period of distress for all these companies that raised in the peak, 2020, 2021, and are now running out of money, and they don't have enough revenue, they're not growing fast enough, and or their burn is too high, and all those companies are going to be facing down rounds or restructurings, or they're not going to be able to raise. Well, people are also marking their books now. We're starting to see the marking of the books. They're going to get marked down. And we're going to have probably a one to two year period of distress for all those bubble companies while we have a little bit of a resurgence for new companies. I got another topic I'm going to go to here related, but Brad, I just wanted to let you chime in on the late stage there, because you operate in the BC, Sarah. Yeah.
I think, and this is related to the topic I suspect we're going to transition to, but listen, there is a lot of activity in venture today. Right. And we're very reflective to the stock market. People were really scared in Q3 and Q4 of 2022, started in 2021, but 2022 was scary to people, because public market valuations for growth companies were down over 50%. So we really saw IPO markets, venture, all start to slow down. Coming out of that, we've seen stock market within 10% of all time highs. We see this wave of AI occurring. What I would tell you is under 500 million, maybe under 600 million, right? Series B and C rounds are as hot as I've ever seen them in data infrastructure and AI and software, et cetera. So there is a lot of competition there. The later stage stuff, which as you know, I call quasi public. So if a company is over a billion dollars, right? Now you're very reflective relative to what's happening in the public markets. We're starting to see activity. I just read whiz raise more money. It's got $200 million ARR raised at 10 billion. So those markets are definitely- 50 times revenue. Yeah, we did not participate. 50 times revenue. You know, so there is definitely activity. I know a deal we got called on yesterday raising two and a half billion at 100 billion. There is a lot of activity. However, SACs is right. You know, remember, we had 1000 unicorns at the end of 2021. And I've said 100% of those are going to do a down round. And we're still in the early stages of that reset to occur. There was some, you know, there's a report out this week that lots of people comment on Twitter where public markets were down 50% and private marks were down, I don't know, five to 10%. Like that will all normalize. It's all going to be down, you know, the same. So that's the only place I don't see activity under performance companies that were valued over a billion dollars. Those are dead on arrival until you get to a market clearing price. And we're not there yet.
Okay. So the other big issue here is a lot of money was raised by VCs. Oh, you know, commonly known as dry powder in the industry, but there are some misconceptions about this dry powder. People are saying, oh my God, all this money is going to come flowing into the ecosystem. Kumbaya, it's going to be the roaring 20s again. However, Bill, you did a little tweet storm.
What people don't realize is when we refer to dry powder at VC firms, the VCs do not have that $250 billion or whatever it is, quarter trillion dollars sitting in their bank accounts. That money is sitting in another person's bank account, LPs, Harvard's endowment, CalPERS, sovereign wealth funds, etc. It has not been drawn down by the VCs yet. So Bill, why is this an important fact for people to understand? And what are the dynamics that LPs are dealing with?
Yeah. And there's a ton of dynamics between the GPs at the venture capitalist and the LPs at those endowments that Brad started to hit on one of those, which is the marks aren't in the right place. And so the thing you just explained, critical, Jason, which is you don't actually have the money. There's no venture firm sitting around with all of the money that they've got committed to their fund in a bank account that's just taking. Why not? Why does that not actually occur?
Because people would say, oh, you raised a billion from these folks? They gave you the billion, right? Why do you not take it down? One of the brilliant realities of the way that a LP agreement works with a venture fund is they're not on the IRR clock until they actually pull the money down.
So they. Explain what that means. Yeah. They charge fees based on the total committed amount, but they don't actually draw the money down and get gaged on the performance of their investment until they need it. And so a classic venture firm will do five, six drawdowns over a 10-year period of a fund. And so they don't act. They literally don't have the money.
A couple of other things worth noting. So. And some of that I didn't put in the tweet, but the marks aren't right. And everyone kind of quietly knows that the marks aren't right, but there's actually no incentive to get the marks right.
Here's. Explain what a mark is to folks. So private companies have an evaluation that's assessed either by the GP themselves, in most cases, which is a bit of a conflict of interest, sometimes by your auditor, E&Y, or whoever's auditing your venture fund. But of course, the techniques they have for assessing valuation are extremely crude. Because they're not market based. They're just. They're not public companies.
Yeah. So there's actually not a way to know they have extremely complicated cap tables. The other thing is, many LPs are actually bonus on the paper mark. And this is something that a lot of people don't realize. And so they don't have an incentive to dial around to the DPs and say, get your marks right, because it's actually going to reflect poorly on them if they were to roll those up.
Both of them are. Both of the LP and the GP are in a dance there. Hey, we know that Stripe is not worth 100 billion right now. It's worth 50 billion. But if you mark it down, I don't get my bonus. I'm the person who's giving you money for your next fund. And so when we're assessing, hey, how much are we going to give you for your next fund? We're going to look at the performance of previous funds as an indicator. Only thing that I placed back on what you just said.
I agree with what you just said, except no one has the explicit conversation. No, it's an emergency behavior of the dynamic system. Show me an incentive. I'll show you an outcome kind of situation. But there's no. I've never heard of an LP like brow being GPs to get their marks right, especially on the downside. Never heard of that.
And those marks can be done by an audit, like I said. They could be done by around a financing. And sometimes you have to lose. And then there's a secondary market, weird secondary market. Secondary market can do it. And sometimes LP's have this weird situation where different venture firms are marking companies at radically different prices, which creates some interesting dynamics as well.
So I did the C-round of Stripe, where I'm Y-common inter. And I say, you know what? 50 billion's fine. We're going to market at 50 billion because we invested at 2 million in Stripe. But then whoever did the Series G or whatever it's up to, who did the $100 billion mark is like, yeah, we'll mark it down to 90. But somebody Calpers or Harvard has the same share class in two different funds at two different prices. So then you could really triangulate on reality, huh?
Another dynamic that makes the powder less dry that I didn't mention in the tweet storm. Imagine you're on your first or second venture fund. Or imagine you're a fund that used to just have one fund, but they've expanded to four funds. Okay. Now, imagine you don't have a lot of liquidity proof points on those funds. Do you really want to run out of money and go test whether or not you can raise your third fund or your second fund? Or do you kind of want to wait and see if you can develop some track records? So that because you may be facing the imminent death of your firm, if you run out too quickly and go back to market and there is no market. So I have a hundred million dollar fund. It's my third fund. Okay. What pace am I going to do this? I'm going to do it in 24 months or 18 months like maniacs were doing during the peak, where am I going to take a 36 month approach or more traditional three year deployment? If I even if I take a 40 month deployment, hey, I got time to work out all these issues in the previous portfolio.
Sax, you've heard this sort of dynamic. What are your thoughts on the dry powder issue? You yourself have a lot of dry powder, I understand. So how do you think about it? We do have a lot of dry powder and we're going really slow. I mean, there's no feeling that we have to rush out and deploy this capital. And one of the things that's interesting about the period we've been in that's been surprising to me is that our metrics actually haven't changed. I mean, the things that we're looking for in a software company haven't really changed. We look for a certain amount of ARR, certain growth rates, certain amount of net dollar attention, certain CAC, a certain capital efficiency. That bar hasn't changed for us, but the number of companies meeting that bar has gone down considerably. Because they have headwinds because customers are in austerity measures or companies are going out of business and saying, hey, let me consolidate my SaaS tools. Enterprise buyers are sharpening their pencils. They are trying to consolidate vendors. There's a lot of headwinds in the buying cycle right now.
Sax,你听过这种动态。你对现金储备问题有何看法?我了解你自己有很多现金储备。那么你是如何考虑这个问题的呢?我们确实有很多现金储备,但我们进展得非常慢。我的意思是,没有一种感觉让我们觉得必须急着使用这笔资金。而对我来说,这个时期令人惊讶的是我们的指标实际上没有改变。我的意思是,我们在寻找软件公司方面的要求实际上并没有改变。我们寻找一定量的年度再增长合同(ARR)、一定的增长率、一定的净利润留存率(net dollar attention)、一定的用户获取成本(CAC)以及一定的资本效率。对我们来说,这个标准并没有改变,但是符合这些标准的公司数量大大减少了。因为它们面临困难,客户正采取紧缩措施,或者公司正在倒闭并且希望整合他们的SaaS工具。企业购买者在议价时变得更加严格。他们试图整合供应商。目前购买周期中存在许多困难。
Yeah. And it's a little bit like, I don't know if you remember in the.com crash 20 something years ago. Oh, I remember it. Yeah. So back in 99, 2000, the conventional wisdom was that the company you wanted to be in was Yahoo, because Yahoo was profitable. And when all these startups went out of business, Yahoo would be the way that you could own a piece of the future of the internet, but you wouldn't have to take all the startup risk. And then it turned out that all of Yahoo's revenues went away because their revenues were coming from banner advertisements bought by startups, which were funded by VC dollars. So when you had the whole.com crash, Yahoo's business dried up. Yep. So then Yahoo lost whatever it was. It went out, it turned out a lot of people weren't wearing swim trunks. Yeah. So Yahoo's business was actually highly correlated with startup funding. And I think there's been an aspect of that with a lot of these companies where you would think that they're pretty insulated from the business cycle, even like, especially the enterprise software companies. There's a lot of software companies that were selling to other startups. That was pretty obvious. They're going to be impacted. But even the ones selling to enterprise companies have been affected in subtle ways. And there just aren't that many startups right now hitting that same bar that they were hitting just a couple of years ago.
Freberg, your thoughts on this LP, GP dynamics and dry pattern? I mean, I think, I mean one aspect on the same front of VCs being somewhat reticent to deploy more capital. It's flowing through to the LP space and Gurley can probably pine on this or sack and probably pine on this too. But and all of you guys obviously could, but it's been apparent in the last year that LPs are wondering what do they have? What are these portfolios ultimately really going to be worth? What's the actual cash distributions?
And I think there's these new rules right. Early where you got to distribute 5% of your assets each year to the institution that you're meant to represent. Yeah, but I'll explain this. You're an endowment. You're obligated to not just grow your endowment. Both either from the board of the like the Adama of the Board of Trustees of the University, or I think there was a tax provision put in that if you're not distributing 5% then you're exposed to tax on the returns. And so there's a unquestionable potential issue with LPs around their own liquidity. So they've all followed the Dave Swenson model where they've all got 50% or even more in illiquid assets.
You move into a cyclical decline where the number of IPOs and liquidity events both for VCs and PE remember PEs way bigger than VCs. Private equity? Yeah. And then the drawdowns keep coming. And so you have to meet the drawdowns. You're not getting any liquidity. Your constituent needs 5% liquidity. And now you have cash crunch. Now you have cash crunch as an LP. And I think GPs are aware of this issue. So, you know, do you want to provoke that or not? Right. Maybe you run quick. You run early or you run late. You don't want to be in the middle.
So I'll just say like anecdotally, it seems LPs are more reticent. I've heard several folks talk about how they're reducing commitments by 50%, two-thirds or in some cases 100%, particularly after the mad rush for capital over the last couple of years or capital commitments I would say for the last couple of years. And so the downstream effect of that ultimately, as the current funds get deployed, there are fewer new funds and less new capital being committed from these LPs into new funds. You know, fast forward two or three years. And there's going to be less capital available. And so it keeps the bar high. So while this is, you know, and so the bar, I think, is only going to get higher over the next couple of years as that capital cycle moves its way through the system.
It's probably worth explaining what Freeburg was talking about in terms of a commitment. So you may have a let's just say University X has committed 25 million to funds three through five for venture fund Z. And now they're saying in the next fund, we're going to be at 10 instead of 25. When they say they're making that commitment, that capital gets deployed by the venture investor over the next on average, call it five years. So the reduction in a commitment this year means that there's less capital to invest over the next three to five years. And so that gets played out as we fast forward. We're still sitting on funds for the last couple of years as those funds get invested. The new funds are going to be smaller. There's going to be fewer of them, and that's when the market gets much tighter in the next couple of years.
You know, Brad, this seems like the greatest setup ever feels like the setup last year buying equities when everybody was scared. If everybody is tightening their belts, if VC funds are not going to deploy, this feels like the time to be deploying. So maybe you could talk a little bit about this austerity measures coming or just belt tightening or some people may be getting out of the venture business who shouldn't have been in it to begin with. All of this seems like a great setup for more discipline and more discipline founders. If the VCs have to be disciplined, doesn't that trickle down to the portfolio companies?
100% but while this might happen, I'm going to take the other side. I don't think that's what the lived experiences of most VCs in Silicon Valley today on Series A, Series B, Series C is certainly not in the area we're competing. We're seeing four or five, $600 million deals get done on zero revenue, two, three million dollars in revenue. And so let me just throw out perhaps an alternative view as to why this might look a little different than the world of austerity that we saw in 2002, 2003, 2009, 2011.
The first is, right, the stock market is near an all-time high. And we know that the venture markets are reflective to the stock market. We talked about that. The second reason which I think is interesting is most firms on average are a lot bigger. That creates two issues. We have a situation where younger partners and principals who all did deals that were overvalued over the last few years, they want to put some points on the board in a reprice deal because they have to have some winners. So you have this principal agent problem. The people who used to check them were the senior partners, right, the investment committee. But now they have a lot of mouths to feed. So when you put money to work, you pull down more fee. And so these funds now, I mean, if you're tiger or some of these big funds, you have giant cost bases that you've created because of the size of the firm that you created.
The third is the nature of LPs. And Bill mentioned, Dave Swenson. In 2002, MIT, Yale, Harvard, they would call, you know, who were the early backers of venture firms, they would call these venture guys up and say, listen, we're hurting. There were a lot of markdowns. We need to slow down the pace of deployment, right? And so they were a factor LPs said, slow it down. I'm not hearing that out of LPs today. Okay. And I think one of these changed. I certainly am hearing it out of traditional LPs, some family offices, some endowments, but pensions, sovereign wealth funds, et cetera, who now represent a much bigger percentage of the total capital base of venture. They have money coming out of the ground every day that they need to deploy, like they did in private equity. And so again, I'm not saying this for certain. And certainly there are more discerning sovereign wealth funds than others who are saying, don't speed up the pace of deployment. But I'm wondering if that nature, that change in the nature of the LP base is also contributing to this, you know, as a SACs called AI mania.
Yeah. I mean, we see it in Hollywood. Some new actors come in. They want to build a brand. We saw the Russians do it. We saw the Japanese do it. You see China do it. People come in new entrants at the table. They get splashy cashy. They want to place a lot of bets. They want to make a name for some people to brand. So that's an interesting counterpoint. Our entire business, of course, is based on exits. The highest form of exit, I guess, is an IPO. An overpriced acquisition would be the second. And it was a secondary market for shares as a distant third. It looks like the IPO window might be cracking open a bit and some people are being forced. The guns to the head, armed owned by Softbank, Masayoshisan, looking to raise $10 billion, had a $50, $60, $70 billion valuation, could be the largest IPO of the year. Instacart looking at a $12 billion valuation, Reddit kind of went dark. They had a couple of problems with their community, but they were in line, Stripe obviously in line, Clavios got a $5 billion valuation. And then we saw a couple of what I'll say are non-traditional companies going public, something called Shark Ninja. I saw one public, we had a little conversation about this, Brad, personer. They have a market cap of $4.3 billion. They had a pop of 40%. Have a Greek food chain, Uber. They went public and have a market cap of $5 billion. Surfair, a company I'd passed on investing in, but was intrigued by. They do Pilatus shuttles between places on the West Coast here, little short runs. They did a direct listing in July. Marked a cap of $85 million didn't go well.
Bill, girly, is the IPO window opening, or are people kind of on the ledge who have no choice, but to jump and hope for the best. One thing we didn't probably spend enough time on in the last topic, which I'll just hit on briefly, is the complexity of those unicorns. So Brad mentioned, I saw a deck that said there were more private unicorns than public tech companies over a billion dollars at one point in time, which is shocking.
That's all right. Because those companies grew up in the 99-21 time frame, where you could raise money at excessive valuation, their cap charts are very complex and rigid. They have different lick preferences at different places. And they've got board members who all have different marks and are all very worried about whether this thing can get to a certain place or not.
And so it's very difficult to come in and do another private round in those situations. You might have to put the return in a guaranteed pick dividend to IPO or some complex derivative. And a lot of people, I think Brad would agree with this, a lot of people just say, they opt out and say, no, this is too hard. I'm not going to go in there and negotiate with five different constituencies on how to do this. You can't just do a simple investment because of that. So it's gotten too complex, which then if the buyers of those shares do not want to be involved in that crazy, okay, is Stripe worth or just pick Stripe as an example, 50 billion or 100 billion. And the last investors are at 100 YC in a two million.
Yeah, sure. Maybe a bad example just because their total Lick press stack may still be a fraction of their market cap for a lot of these unicorns. The Lick press stack can be very close to their market cap for their today's valuation. And that's what creates a real structural problem. You got a billion dollars in investment in the company and liquidation, money that has to come out to pay those investors, but the company's only worth two billion or a billion. And now it's, yeah.
When you get to that place, sometimes going public is just the easiest way to clean it all up. Because everybody converts to common and we just, the company starts trading and reality is reality. It's kind of like taking the medicine. Yeah. And I think that happened. One good example was Square at one point had done a derivative financing on top that was somewhat problematic. And they just felt like they had to get out. And they did and it cleaned up the cap chart.
And one thing I've been waiting on, we'll see if it happens, but because of hyper competition and investing in 1990s, 2020, 2021, there was a term removed from most term sheets that gave investors the right to protect their Lick press on IPO. That's gone in most of these cases. So you could convert Lick press under, which for a founder or an early stage angel investor would be a huge win. Whereas if you sold a company in M&A, the Lick press would play. Does that make sense?
Yes. So the last investor comes in, they're getting a multiple of their money back, except in an IPO. And so the IPO happens, you know, yeah. And I suspect most of those late stage investors keep, assume that their investment has a debt-like floor on Lick press. And if this were to start to happen or recaps, which can also be done, self-inflicted recaps, I have seen many times just to get past the structural complexity. Either one of those things could wipe out that Lick press.
So net net, girly, more IPOs are going to happen. I think you will say, there's two things that I think that cleaning up complexity is a great reason for the public market. And Brad already said, we've seen a massive recovery in software stocks, like the marks are better than they were two years ago.
So Brad or Saks, just M&A-wise, we've seen Lena Kahn, we've discussed it many times, seems to be saying, all business equals bad, any merger equals bad, she's going to attempt to throw cold water on any merger that's happening. So M&A seems to be being taken off the plate by not just Lena Kahn, but also the EU's seems to be turning the screws. So if we don't have an M&A market, then that means there's only an IP on market.
Correct. I mean, that's just another one of the reasons that is pressuring these companies. These companies need to raise capital. So just to double click on what Bill said and put some numbers around it, right? Because we read a lot of stats about how many IPOs there were. So I had the team pull some figures, 480 IPOs, US IPOs in 2020, 1,035, so a huge bubble in 21, 181 in 22, and 123. But I think that overstates, right? Because we had a lot of SPACs and crappy IPOs, so it really overstates the quality IPOs.
So we're one of the major buyers in tech IPOs, so I just went to the team and said, how many IPOs were we tracking and did we consider participating in during these years? So that was 46 in 2020, 100 in 2021, three in 2022, and zero year to date in 2023. Okay. Don't want to be in the Greek food.
So what I would say is I just returned from Deer Valley this week, where Morgan Stanley's putting on a conference talking to their big potential IPO buyers. We are now queued up.
As you and I, we had this tweet exchange, Jason, this week, and I said, you know, in that exchange, the world's normalized fear of COVID's past, hyperinflation's past, etc. First-class IPOs are coming and a bunch of down-round IPOs are coming.
So let me just explain really quickly on that, right? You mentioned Instacart, right? Super high quality company. I think its last private round was 50 or 60 billion in the bubble. And now it's rumored to be going public at somewhere around $10 billion. Okay. So that represents the reset that will have to happen. And as Bill said, if you were a investor in that last round of Instacart and you were buying preferred shares and thought you were protected, that preference is washed, right? So you're going to be down 50, 60, 70% on those preferred shares because you're going to be converted into common in that IPO. It's the right thing for the company to do. It's the right thing for the investors to do. It cleans up the cap table.
So that is an example of the down-round IPOs of high quality companies that you're going to see come public. Then you're going to have folks like Arm, like ByteDance, Databricks would be another one of these. I think that it sneaked, that would be more in that Instacart camp. There will be some discount relative perhaps to their fully diluted last round's valuation. But these make no mistake about our high quality companies that will lubricate and altimeter will compete for those IPOs because these bankers are hell bent on pricing these IPOs at a discount to fair value. They need them to work. They need to bring buyers back into the IPO market because these companies need liquidity.
So suddenly the banks need to get wins for the people buying these shares as opposed to in the past. They were like, yeah, we're just selling to security at the market rate, whatever that famous monologue from. What was the movie? Was that Jeremy Irons who gives that monologue? We're selling securities to informed buyers. And that's it. It's a pretty dark scene.
So it won't be a light switch, Jason, but I do think. Yeah, margin call. Margin call, thank you. It was Jeremy Irons. I don't think it'll look like a light switch, but it will be. I think we're going to see five, six, seven IPOs, good size IPOs in Q4. We'll probably see closer to 10 in Q1, and then it will start opening up in the back half of next year, in part because boards of directors will begin to realize, you know what? We have to go public. If it's down round, who cares? It's acceptable. And this is really healthy. We need these companies.
And by the way, I'm in the Bill Gurley camp. You should not stay private forever. You should get your company. If you have 100 or 200 million in revenue, get your company public, innovate and grow in the public markets with the discipline and cadence of the public markets. And if it's. You should expect the prices lower because the world was out of their mind in 2021 and multiples of reset.
That's actually shared a news story with me just about some of the incredible returns in the golden-hour venture capital, Washington University, Duke University. Some of these endowments just exploded in value. Yeah. I remember when this article came out. It was September 29th, 2021, less than two years ago. Yeah. And we were all feeling really good about our industry. As it turns out, the whole thing was inflated by all the free money that the Fed had airdrop.
So the public markets were really frothy. It was basically very bubbly, especially for gross stocks. You had all these new IPOs and SPACs and so forth, and they were superbubbly. And the result was that the returns, both realized returns and on paper for these endowments were massive. So if you think about the LP community, if they're making commitments in 2021, the way they do that is they look at the total value of their endowments and then they allocate a certain percentage by asset class.
So they'll allocate a certain percentage to public markets, certain percentage to real estate, private equity, and then VC. So if the overall value of the endowment is really big, then that percentage that goes to VCs can be really big too. And then what happened is you had this huge correction over the next couple of years.
And so one of the things we heard from the LP community last year is a problem they called the denominator effect. Well, the value of their portfolios had gone down a lot because the public markets were down. Was it something like 50% some cases? Yeah. For gross stocks and like 15, 20% for the entire market. So the value of the portfolio was down. But the venture capital part of that was not down both because of the lag and getting fresh marks.
And then also because they had already made commitments to new VC funds at the peak of the market. So all of a sudden the percentage of their portfolio that was VC related roughly doubled. And so that's why all of a sudden the LP commitments have dried up is because they're over allocated to VC.
Now, as the public markets have come back this year, then that problem mitigates to some degree. But I think it's still out there. And I think this is why you're seeing certainly domestic LPs really slow their allocations to venture capitals. They still have the denominator problem. Now, I think that's less of an issue overseas.
I think, Jake, how you observe that the four seasons of the bar at the Dubai force. Like a rosewood to Braddock. I literally got stopped four times from the elevator to the front door. I am not kidding. Four people stopped me. That's two more than would stop me at the rosewood going to the front door. It was bonkers. It should recognize that as a hyper-attractor for where available money was relative to the US dollars and whether they were available or not.
Yeah. I think we're in for a period here of just continued distress and pain, even though the market is sort of normalized or stabilized now. Again, I just think we've been in a huge software recession for the last year. I think that it's been massed by the fact that the rest of the economy seems to be okay. But this is the worst software recession we've been in. I think since the dot com crash, I mean, the buyers have been laying off employees by the thousands. And since software is bought on a per seat basis, the market has really condensed.
We had one startup that was selling to Twitter and they got a renewal. I think they're 80% off because Elon's laid off 8% of the employees. And that's before negotiating the last 20%, which you could negotiate 50% off that. I told him they did a great job of getting that 20% because Elon's canceling everything. I was really impressed. They were able to renew at 20% of last year's value.
You know what? We had a bender and this bender went on for far too long. And you know what? If you go out two or three nights in a row until four or five in the morning, that next week is going to be painful and suffering. That's what the industry is going through. It's just going to take a lot of cold plunges and infrared and pickleball and silence to feel good again in this industry.
One thing I would like in retrospect that I think super interesting about the venture capital cycle. One, I think it's inherently cyclical and it's always going to be that way unless we fundamentally change the structure of the industry because it just invites competition and there's no barriers to entry.
But I went and talked to some LPs that have been in the business for a very long period of time. And a vast majority of the reason venture outperforms other asset classes has to do with these tiny windows when you have a super prodding market. And if you don't, if you aren't around for that part, you know, if you strip those years out of a 40 year assessment, it's actually not that interesting an asset class, which highlights the need for venture funds to get liquidity at the peak. Yes, right when we're at the peak is when people get the most brazen, the most confident and they start talking about how we're going to hold forever. And so you had venture firms with the biggest positions they've ever had in their entire life go over the waterfall and basically evaporate what could have been returned.
Yeah, I mean, diamond, diamond hands can come back and bite you. And you've said famously, you can't what was the line you had to candy and IRR? Well, you can't. I don't think I said it, but it's been said.
Yeah. Since we're on our movie bender here. For those of you who haven't seen margin call, just one of the great scenes, the best scene, the whole scene, by the way, it's like the best scene, I think of modern finance norms. So look at this murder is when we selling this to same people, we've been selling it to the last two years and whoever else will buy it. But john, if you do this, you will kill the market for years. It's over. And you're selling something that you know has no value. We are selling to willing buyers at the current fair market price so that we may survive. Man, you can rationalize a lot on Wall Street, man.
But yeah, but to the point that what Bill saying is that the opposite took place, which is VCs drink the Kool-Aid and didn't sell when we were at the peak of the market. They also got caught up in a competition of trying to appeal to the founder community is saying, hey, we're in it forever. We're going to hold forever. We're your best friend forever.
But Bill, there was also this element that drove that strategic rationale, this data set, which is the best performers in tech generated most of the value after they went public. I mean, there's a trillion dollars of market value generated in Nvidia, in Apple, in Google, in Amazon, all over the many years post going public. And if you read Sequoia's notes when they kind of made the transition that they made, they said, we don't want to walk away from the power law that the power law continues to accumulate and accrue even in the public markets. And we want to continue to participate in that because there's another 100x upside coming from here.
In the ones that we select, we want to stay with, not necessarily we're going to stay in all of them. You have to be too strong. There are some that we believe are still 100x upside from here. And just because there's an IPO doesn't mean that we want to exit the position that there's now more capital available to them, more public currency they can use to do transactions to hire, et cetera. And we want to participate in that value creation.
Totally. I think the last double could be the biggest, right, Bill? I think the total number of companies that meet that criteria in the history of the venture industry is like 10 or 15. And you name many of them. And the problem is that the rhetoric becomes common narrative and it becomes part of the ethos of the firm. And people want to apply it to every single company. Everything. That's right. Totally. And that's not true.
I don't want to get too specific here, but you had a company, you had, you do have some, let's say, seasoned vets, yourself included, Bill, who when given the opportunity to get liquidity on an incredible investment, we'll do so, Fred Wilson sold, I think, all of Coinbase when it goes public. He just clears the position when things go public. That's been his philosophy. Kind of the antithesis of what Zugoya and Ruloff are doing with some of their holdings. And then we've seen, we work as an existential crisis. They don't think this might be a viable concern anymore. But famously, Benchmark was able to sell shares at a very high valuation at some point and lock in an incredible return. Yeah. Yeah. Okay. There it is.
So, let me ask you questions, Bill, about getting older.
那么,让我问你一些关于年龄变长的问题,比尔。
Well, let me ask the question. Let me ask you guys about me, Goldier, why? Well, sex, like, you're the world's 17th best moderate to go. Sex, you've been investing in SpaceX, right? I mean, there's been a lot of secondary action in SpaceX. Why would you not sell SpaceX at this valuation today? Or maybe Diddy, as you kind of think about this.
Yeah. I think we were going to wait till the company IPOs. I think that would be our default. When it goes public sex, do you then think, what's the upside from here? Or do you think my job is done? I think my job is done. Yeah, I think my job is done. I think what we would do is just distribute the shares and then each LP can make their own decision about whether they want to hold it or not. One of the nice things you want to do with your share. Yeah. One of the nice things about distributions is that nobody has to sell. So, everyone can make their own decision about whether to hold or not.
Yeah. Once the company is public and the public has all the information through disclosures, the odds that I know something special that a seasoned public market investor doesn't. That's probably pretty low. I mean, the great paradox of what we all do, and Brad, you have both a public and a private portfolio. I started trading public market equities to get better at my private behavior. Bill, you've done that forever. Is public markets, you can't trade on inside information, private companies. That's all you're trading on. Maybe you could speak to a little bit about being, what do they call it when you do both crossover investors? Does that make you a crossover investor? Is that the proper term?
Well, Bill Gurley is the original crossover investor. He's been trading public stocks since. What have you been doing that first? Yeah, researching him. But the fact of the matter, as Warren Buffett and who would laugh at the idea of a crossover fund, he's been running one of the world's largest public portfolios and private portfolios forever.
He would say, I invest in great companies that are mispriced. There are moments in the market cycle where late-stage venture is mispriced to the downside. There are moments in the cycle where the public markets are mispriced to the downside.
What we saw in 2021 is the private markets were crazily overvalued. In 2022, we had this massive correction in the public markets. We believed that they overshot in part. We believed that because we didn't think we were going to have hyperinflation forever, etc.
You and I invested in Meta and a lot of other things that were on their ass. You've got to buy in the public market when there's blood in the streets. As Buffett says, buy when there are blood in the streets and sell when there's trumpets in the air. There are definitely blood in the streets when you saw things down 60, 70, 80, 90 percent. Is it trumpets now? Does it feel like trumpets do you now or does it feel like trumpets next quarter or the quarter after? If you feel like people are polishing those trumpets right now? Yeah.
A lot of it obviously depends on your view on what's going to happen in the economy fundamentally. I'm happy to shift to that. But what I would say is this, remember the chart that I've showed many times about software internet valuations. We were 70 percent above normal, and then we were 30 percent below normal. Now we're closer to the trailing tenure average of internet and software valuations. There are always outliers on both sides of this.
But I would say a lot of the positive arbitrage that we saw in 22 has been squeezed out of the public markets, and we're close to fair value. Now if you want to generate alpha, this is going to be about picking individual winners versus individual losers. Like the beta trade on global macro, I think has largely played out the catch up back to fair value. Now I think there's a debate between hard landing, soft landing, are we going to have a re-acceleration inflation or not have a re-acceleration? Where you come down on these major issues, I think dictates whether or not now is a good time.
Can I correct something you said, Jacob? Yeah, please. All right. You said that public markets inside information isn't allowed, whereas private markets, it's all inside information. I think that could give viewers a misleading impression of what we do as VCs.
The way that around typically comes together, it's not like we get tipped off by some insider at the company in some nefarious way. What happens is that the company chooses to engage with us or a select number of firms in a process and then gives us their metrics and gives us the business plan and gives us the forecast. It's all done in a very above-board way. It's not like we're being tipped.
However, the part of it that I guess is true is that a private company does not necessarily engage with everyone in the world. Yes, they don't put on a website, a quarterly report and say, here's what our revenue and our costs were and here's our earnings. Although some private companies do start that process. Like before they're in large, they don't. By and large, they're selective about who they want to be on their cap table. And that's the big difference between a public and private.
A public company doesn't care who's on its cap table. Apple doesn't know every shareholder and who's got an account set, E-Trade or Charles Schwab. They may care who their biggest shareholders are, but they don't care who the average shareholder is. Whereas a private company really does care. And part of the reason why they care is because these startups are highly risky and they want to have investors who have a track record of behavior where they don't have to worry about being sued every time something doesn't work out, which is most of the time. I think there's good reasons why startups want to control who their investors are.
By the way, there's also the issue of value add. Other things being equal, founders and startups would rather have investors who can help them as opposed to simply a junk you public. You mentioned both centers. You don't want somebody who's a neophyte, who's going to cause chaos and be upset when revenue goes down or things are swinging up and down. If you're public, buy the share if you want or sell the share if you want. It's a marketplace.
Sorry, just pull up this image I just posted. You guys know Gokul Rajarang? Gokul is a great human. We used to work together at Google. Then he worked with Jack at Square. He's a DoorDash today and he was a leader at Facebook after Google.
But he did this tweet last month. Any tech venture investor who compares their funds return to the S&P is being naive or disingenuous. The correct index to compare to is the QQQ, the NavDAC composite and its performance has been mind-boggling. As you can see here, over a 20-year investment period, if you basically just buy the top 10 public tech stocks and at the end of each year rebalance to the top 10 at the end of the year, your multiple over that period of time is 24x. Over 10 years. Yeah, and over a 10-year period.
There's quite a bit of hindsight bias here in saying where we look at the top 10. How do you determine? Why not top 100? Are you willing to say that for the next 10 years that you should only buy the top 10? What if over the next 10 years it's more of the field versus the top 10? I think comparing VC as an asset class to the Nasdaq makes a lot of sense. I think that's fair.
Yeah, and that's the second column from the right, which is basically, you know, yeah, 5.2x over 10 years. So if you're not beating 5.2x, which is a totally liquid investment, if you just bought the QQQ index. What this really shows is Apple, Google, Facebook, and Amazon have had an massive run-up.
Well, that's not true. That's actually not true, JKAL, because if you look at just the static, it doesn't outperform. It's the rebalance that outperforms, which is whoever's winning in the market, meaning whoever's gaining market value each year, is he then double down your dollars into for next year. And that's changed over a 20-year cycle over a 10-year cycle, and it really starts to play out over time. But I mean, yeah, as you just look at the QQQ, that's the benchmark as an investor, as a private investor, and Gokal's comment in his tweet is that if it can return, call it 7-8x over 10 years, or in this case, 5x over 10 years, you could argue that a venture fund needs to return a significant premium, probably a 25-30% premium due to the illiquidity and the riskiness of the investment cycle there, whereas the QQQQ can just sell anytime you want. So you need to kind of be demonstrating a 30% premium to the 5.2x 10-year, which is about 6.5x, 7x cash on cash.
I mean, according to this, the venture asset class is super overfunded, so why is that then? GIRLIE, do you have a point of view? Yeah, I mean, it would be completely speculative, but I do think if you look at the structure of endowments, you've had a few people really leading the way in terms of a playbook with Swenson, you know, Dave Swenson, who passed away recently. But Dave Swenson, he was a yelter. He ran yelzendowman, he's considered. I think the vast majority of people decided they were going to follow that playbook, which had an oversized investment in illiquid assets, PE, venture, real estate, commodities, those kind of things. And I think it led to just a massive. And these things take forever to figure out if they're right or not. If your portfolio is over 50%, illiquid, like who knows what's right and what's wrong? There were years where yel was printing like 27% a year, and then in one reset, no nine, wiped out a ton of that. So it's super hard to know. But I do think that philosophy became broadly adopted.
Yeah. Well, look at. Can you pull up this chart real quick? This is a chart from Sautista that is value of venture capital investment in the US from 2006 to 2022. And what you see is there's basically a few different levels. Before 2014, call it, the industry was basically a $50 billion or your industry in terms of deployments. Then you had a run up where for several years, it was around $100 billion. And then in the pre-pandemic years, 2018, 1920, it was around $150 billion a year of deployment. And then it went totally nuts in 2021. It was $350 billion. Started to come down in 2022 to about $250 billion. I think where we are right now is kind of at that 2019 level of about $150 billion a year. The question is, what it should be? I mean, should this be a $150 billion a year industry? Should this be a $100 billion a year industry? Should this be a $50 billion a year industry?
Yeah, it sounds like a $100 to $150 would have been the steady state. And Bill, some portion of this is state private longer having an impact where those last couple of rounds were the big, huge, juicy rounds. And if people had gone public in year 789, like Microsoft Google, not Google, but Microsoft, let me Google it. What year was Google when it went out eight? Going out a little bit earlier would have chopped off some percentage of this growing.
Yeah. And I do think one of the most interesting things to watch is going to be how these 1000 unicorns private unicorns play out. Because not only do they have the cat structure problem, but they lived and grew up in a day and age where they were told growth at all costs. And it's super hard culturally to go from that type of execution to the principal type execution you guys have been promoting over the past several months. It's just hard. It's not impossible, but it's very, very cool. And public in year six. Yeah. That's 23 million of total venture raised, I think, prior to IPO. Think about what that means. If a lot of those unicorns are fake, what does that say about innovation in the American economy?
We had this narrative over the last decade that the pace of innovation had fundamentally increased because of the availability of tools and technology. And so you had a lot more unicorns being created. I mean, I remember back in, I don't know, like a decade ago or 2010 era, let's say, there were maybe was like 20 to 50 unicorns a year, maybe 20 unicorns a year. There were arguably 10 to 20 girly great companies formed a year in Silicon Valley or in the tech industry. In the West. I remember when Andreessen kind of gave this talk about it, maybe a dozen years ago, he said the number was 17. There's like 17 important companies created every year in Silicon Valley. And your goals VC is to be in one of those 17. Then all of a sudden we had, was it like 100, 200, 300 unicorns a year?
Yeah. I mean, if you answer the question, tell me them are real. Well, I mean, Brad, we're just talking about that you're giving a 50 X. Multiple 50 times top line. I'm not talking about earnings folks. I'm talking about top line. If you give 50 X to every company, then you only need $20 million in revenue to be a unicorn. And that's unrealistic when compared to the public markets where things are trading at five times top line and 20 times earnings of its high growth. So is it just a different market?
All right. There's a major slowdown in China. Well, we could talk about portnoy and I just do markets. Just real quick. I think I've spent a lot of time on the island of Maui. I think it's really sad. I don't know if you guys were going to Lahaina the whole town. Beautiful town. So sad. Yeah, it's gone. I just wanted to make sure that we mentioned it because it's pretty depressing what happened. I don't know if you guys have seen the wildfires burn down. We all went to that area from vacation. My favorite. Remember that sex? Yeah. Maui's my favorite. Yeah. Yeah. I mean, now he's my favorite place on earth. Then a Lahaina so many times it's super sad what happened. I just want to hopefully send a message out on the water with those old buildings and porches gorgeous. And it's just all gone right now.
So yeah, this global warming thing and these fires and wind man what a hot summer. I mean, we could do it in southern Iran. Check this out. The temperature hit 155 degrees. It is nine degrees warmer than it's ever been off the west coast of the United States right now. There was 90 degree ocean temperature is off of the Florida coast. The sea surface temperature in the north Atlantic is the highest it's ever been by I think seven years ago. Is this a global warming or is it all the hoax? Look, the people want to debate all day long about anthropogenic I'm asking you. I'm trying to find some. I'm telling you with like absolute certainty, the data right now is un fucking believable. How hot and how dangerous the earth is becoming. And we're seeing not just the fire in Maui, the sea surface temperature, which increases the probability of severe tropical storms and hurricanes in the coming season. It's on on on level.
So you know, I got in Saudi Arabia in Dubai, 130 degree temperature, 95 degree overnight lows. There if you don't have air conditioning, you will die in a lot of these places. So there are parts of the earth where people cannot afford the amenities and the luxuries that we have. So is it a world that we all just say, there is no hoax. There is no hoax. I'm trying to be. The earth is. Right in front of you. Yeah, the earth is warming. The amount of extreme weather is increasing. The significant effect of that is becoming a parent. And you know, it's we could debate for hours about what quote can you do about it. But there's just a series of really awful things happening right now. And it's becoming more frequent and more apparent that this is a pretty serious thing that we're all you have to do.
Oh, you have to do girly is follow what you're doing down there in Texas, which has is it the highest renewable energy percentage of any state now is Texas, greater than California?
So one of the biggest accessories I saw. Some politician from Texas saying we got we got to get off all these. There's no there's no silver bullet. If you want to talk about the, you know, the fundamental challenge that we all face in terms of whether atmospheric carbon is driving heating or not, if you if you follow that track, there is no silver bullet. There is a lot of things that have to go right in the coordinated way. And there are market incentives that make it very difficult for any of those things to actually get done all the way through.
But renewable energy and nuclear, you would say, are important to of the most important. Yeah, there's still industrial production. I mean, it's just the list goes on. You know, systems and agriculture. There's a lot of clear spas. What's the clearest path? I mean, if you had to, if you said, hey, put 90% of your effort on these three things, it would be nuclear renewables, painting people's roofs with white paint like this new paint that's reflects stuff. I mean, what would be in your truck?
That's not going to change much. No, let's see this conversation. I we've got Brad and Bill here. I think let's honestly, I'd love to have this conversation. We should do it. Let's put on the doc. Yeah. Next week, we'll do a big thing here.
Yeah. So just wrapping up here on sort of macro, we'll give you a little macro, Brad. CPI seems like it's measured and consumers seem like they're running out of money and starting to tighten their belts. Unemployment still all time low, still nine million job openings. Feels like this is the steady state for the next year. Or do you think hard landing, no landing, soft landing?
Well, maybe they can bring up the first chart. This morning, we had CPI reported. We had the smallest back-to-back monthly gains in core CPI in over two years, back to 0.2%, annualizing just over over 2% now. So on a year-over-year basis, it was 3.2%. Now, remember, it was only six months ago that people were still hyperventilating about this 9.1% we saw last year that everybody on this pod, I think, was largely an agreement that was COVID stimulated. But the blue line here represents the consensus estimates of folks like Goldman Sachs, which is pretty similar to what the Fed's own estimates are. If you go to the next slide here, Nick, this is what people, the current market is betting will happen to the Fed funds rate. So the market is saying, you've heard Chamaase many times higher for longer. I happen to think we'll have higher rates for longer too. But the market is saying, we're worried about an economic slowdown that's going to force the Fed's hand. So the market is betting that the Fed funds rate will come down either because inflation continues to roll or because the economy continues to slow. And so this third slide, which I think is a really interesting one, which nobody really talks about. But this is the reason I think Druckenmill and other are worried about recession.
There's a measure by the San Francisco Fed, which is called the effective funds proxy rate. Okay, so this is not the Fed funds rate. This is what they say the total impact of quantitative tightening plus rate hikes are. And we're now back to the highest level on that proxy rate since we've been since May of 2000. It's up over 7%. I think that's the reason people are looking at this is blue line up over 7%. That's the highest effective rate calculated by the San Francisco Fed since all the way back to May of 2000. And this is the concern a lot of people. Breck, could you just explain that? Why is the effective rate 3% higher than the official rate?
Because of quantitative tightening, because there's a lot of other things going on in the economy, the impacts interest rates, the rate at which you can borrow. Part of it is there's just less money in the system. It's like a crunch, basically. Exactly. Just because the rates 4% doesn't mean you can get out. You can't borrow. Nobody can borrow at the 10-year rate. So if you're a company or an individual and you want to go borrow, you have to borrow at a much higher rate. So that is where the rubber meets the road. If you're trying to borrow to buy a house, borrow to buy a car, borrow to expand your business, the blue line represents a much better calibration for the level of tightening in the economy. So there is a very strong debate. And I would say the market's actually betting here that the Fed is overdoing it because of what you see in that blue line and that the economy is going to slow the lag effects of this tightening have not yet been felt. And so this gets back to the question we had before, which is where are we in the cycle, whether or not we're going to continue to have growth.
Now, really interesting, Jason, Bloomberg's headline today was the summer of disinflation. And we said on this pod six months ago, we said it's more likely by the end of 2023, we're going to be talking about disinflation than inflation. And lo and behold, not only are we seeing signs of disinflation, air tickets down 18% year over year, but China just posted actual disinflation. So prices are coming down, people are going to be surprised that there's more products or services available at lower prices, which then could affect the salaries.
Because, hey, we're not making as much money at this company, we got to cut salaries. I mean, we know that the Fed at the start of COVID was more like the curses of disinflation are almost bigger than the curses of inflation. And China just saw CPI down three tenths of 1% in the month this week, annualized, that's over three and a half percent. That is a major problem for China. So I think you have some yellow flags here, right? Then say, do we have too much tightening if one of the global engines of growth is experiencing this level of disinflation, that's going to impact the global economy, global demand, etc.
So, I think it's been the pattern of the Fed, right? They seem to react late and then they oversteer. This has been the theme. And so, There's also just to add one other cloud to the silver lining. It's the amount of debt that's out there. Correct. So both private debt and government debt. Yeah, consumer debt is high. This real estate, commercial real estate is high, got debt everywhere. And people are going to have to belt tighten and maybe austerity and stop spending on some Yolo trips.
But if salaries keep going up, let's bring this piece by. This is an anaconda koa. Who is this? Who are you sharing? It's not a kona koa link. Is it a great kona kio? Koa bi easy letter. Oh, Koa bi as you here. Koa bi as she. Yeah. Koa bi as she. Let's got 300,000 followers.
So we have, we have record household debt, 17.1 trillion, record, mortgage debt, 12 trillion, record auto loans, 1.6 trillion, record student loans, 1.6 trillion, which as Dr. Miller points out, have to start being repaid, I think as a stember, because Supreme Court overturned Biden's unconstitutional debt forgiveness. Record 1 trillion in credit card debt. That I think should be pretty worrying because credit card rates are now around 25%. So credit card debt gets the interest on that is obviously floating. And so when rates go up to where they are now, then it gets very punitive.
So David, precisely, and this is remember, we're seeing inflation roll over huge. And we have a chips act and an infrastructure. We have massive government spending going on. And we still see inflation rolling over. So I just find it interesting that within six months, we've gone from worrying about hyperinflation to Bloomberg running a headline summer of disinflation. The last piece of it is government debt. So at the rate that the government is racking up deficits, the treasury is going to have to float something like 3 trillion of new T bills by the end of the year. And we're rolling something like 9 trillion of old government debt over the next 18 months at new higher interest rates. So there's a lot of debt.
And we'll continue that discussion next week, as well as the global warming one hearts and prayers out to the fine people of Maui who invite us to come to their incredible paradise. We hope you all stay safe and have a great recovery. You're in our thoughts and prayers for Brad Gersoner, the fifth bestie for the architect, David Sacks, and the Sultan of science. I am the world's greatest moderator and officiant if you're getting married.
And for Bill Gurley, Bill Gurley, you have some anecdotes about the all in pond. You were talking to me. Bg squared. Close on closing on an anecdote. Close your early and close this out. Obviously huge hat to the success you guys have had. When you first mentioned you were going to do this, I don't think anyone had any idea that you would reach this level. And I know the hard work it takes for you guys to do this weekly. It's amazing.
对于比尔·格利来说,比尔·格利,你有一些关于“all in pond”的轶事。你和我说过。Bg平方。接近封闭一个轶事。尽早结束并收尾。显然对于你们所取得的成功,我十分佩服。当你刚提到你们要做这个的时候,我想没有人会想到你们会达到这个水平。而且我知道你们每周做这件事是需要付出很多努力的。这真是太了不起了。
But I was walking down this, you guys share and it goes to about people mentioning all in. I was walking down the street in Austin a few months ago and a guy came up to me, he goes, are you Bill Gurley? I go, yeah. And he says, you're that guy they sometimes talk about on all in, right? Yes. The guy they sometimes talk about rolling is your, that's your, there's your subtitle of your memoir. The guy they talk about on sometimes. Yeah, sometimes. Tombstone. There's your tombstone.
To your point, Bill, it took 10 years of hard work by J Cal for the rest of us. We just walked in off the street. Exactly. Thanks. I got you all on my shoulders. That's why he thinks he deserves more than 25%. Holding you all on my shoulders. But he don't get more than 25%.
J Cal, where are you running off to? Why do we got to shut this down? Sacks, sacks are early and I may stay and just keep talking. Everyone's down in the world. Great.
And we'll see you all next time on the All In Podcast. Bye. Bye.
在“全力播客”的下一期节目中,我们会再次见到你们。再见。再见。
Oh man. My eyes are really red, my eyes are really red. We should all just get a room and just have one thank you, George, because they're all just like this like sexual tension that we just need to release somehow. What? You're the beat. What? You're the beat. You're the beat. Beat.