Tech Deciphered

What is an exit? You need to sell your company or sell some of your shares? How is the market for that, right now? All things M&A, IPO, Secondaries, etc. Navigation: Intro (01:34) What is an exit? (02:17) Stats on M&A and IPOs (17:50) What’s ahead? (42:02) Conclusion (59:48) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Bertrand SchmittWelcome to Tech DECIPHERED Episode 49. This will be our Exit episode. What do we mean by exit? Exit, it's really when you need to provide liquidity to your shareholders. It's when you sell your company as a whole. You sell some shares in a public market, meaning that ultimately that will provide not as fast liquidity as getting acquired, but will provide liquidity for those that want to leave the business as shareholders in a gradual way. In this episode, we are going to talk about all things M&A, IPO, secondaries. But let's start with more details about what is an exit. Nuno Goncalves PedroMore generically, an exit is on the eye of the beholder. An exit for a company, as you mentioned rightfully so, is the sale of normally most of its stock. It could be not all of the stock; sometimes it is all of the stock. It could be a sale of most of its stock or the taking that stock public in some way. Nuno Goncalves PedroWe'll come back to this notion of what selling stock means, but in general, selling stock, even when you go IPO, there is a selling of stock. There is a transformation of stock in some way. But it could be for an investor. What is an exit for an investor? Or what is an exit for a founder of a company? In that case, I would say an exit is, again, when you sell the majority of your stock that you have for that specific entity. Nuno Goncalves PedroFor a founder, it would be, "I'm selling most of my stock in that company." For an investor, "I'm selling most of my stock in that company." We could then basically say, is it a full exit or not? But it's an active element of liquidation at scale. For me, takes into account majority. It takes into account that the majority of what you put or that you have, you've sold. A liquidation means you've liquidated part of your position. It could be actually a very small amount of stock. That is the definition of exit and the definition of liquidation. Nuno Goncalves PedroThere's different types of exits and elements of liquidation. There's mergers and acquisitions whereby two companies—normally it's two companies—come together as a merger. We always talk about this notion of mergers of equals. There is rarely mergers of equals. There is always one party that is slightly bigger than the other. Even in the case of a merger, there is one party that in some ways is acquiring the other. Then there's straight-up acquisitions, the ability for a company to acquire another company and take over that company. That's M&A. Nuno Goncalves PedroIn M&A, normally the majority of stock is taken by the acquirer or by the entity that is merging that is slightly larger than the other one. There's what we call a change of control. The entity that got sold is now taken by the new entity or by the entity that bought it. That's a change of control. A lot of people know the sexier type of exits, which is IPOs. Nuno Goncalves PedroAn IPO stands for initial public offering. It's an offering of stock to the retail market, to the public market. Why it's the public market? Because people like you and me and people that necessarily...

So you’re starting a company? You’re now officially a founder. What should you do first? In episode 48, we will share our views on culture and why it “eats strategy for breakfast”, our thoughts on structure and legal framework for your new baby/start-up and on what 2nd+ time founders do differently.Navigation:Intro (01:34)“Culture eats Strategy for Breakfast” (01:54)Structure / Legal (16:27)2nd time founders, what do they do differently? (29:37)Conclusion (35:35) Our co-hosts:Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmittNuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedroOur show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Nuno Goncalves PedroWelcome to Episode 48, the second and last episode on day zero as a founder. What should I do? In this episode, we'll discuss how culture eats strategy for breakfast, how you should think through the structure of your entity and the legality of your entity. And finally, we'll land on second-time founders. What do they do differently? Nuno Goncalves PedroLet us start with culture eats strategy for breakfast. This is actually a quote that has to be attributed to one of my professors at Stanford, Robert Pilgarman, one of the great professors of strategy in academia. He always used to say it. I'm probably paraphrasing him wrong but, "Culture eats strategy for breakfast." And his point was you can define the best strategy ever, but your company culture, if it's going in a very different direction that doesn't allow you to align the execution with a strategy you have set forth, that culture will win and the strategy will never work. Bertrand SchmittI totally agree. I don't see it either way. You have to build your strategy in the constraints of what your team can achieve. Obviously, you can always arrange things a bit. You can hire more people, you can bring different types of people on board. But culture is typically very hard to change, and hopefully you have the right culture. If it's way beyond what your culture is able to achieve, that will be a problem. Let's take some examples. If you have a culture of being very careful about your spend, think about Amazon in the early days. Nuno Goncalves PedroStill today? Bertrand SchmittStill today. I remember earlier, I don't think they still do it today, but they would use, I think, some doors that they buy on the cheap and that they use as a desk, as a surface for your desk. That's a very distinct type of culture where you try to optimize cost everywhere. Bertrand SchmittThere are other ways to optimize cost, by the way. If you look at how they pay employees, stock options the first two years, for instance, they won't invest much. It will be on year three, year four. That's not typical, to be clear. But the analysis was most people stay two years or less. We better don't give too much in term of stock because it's valuable. We will only give stock to people who are staying for the long run with us. Bertrand SchmittMy point here is if you have that culture, you won't be going, for instance, in the luxury business. Good luck trying to go to sell luxury products with a culture of optimizing cost to the bones. My point is you have to align the two together. You have to understand what type of products we're willing to deliver, and you have to have a culture that match it. Hopefully, early on, you need to have a good instinct about your type of product, your type of market, and therefore, the type of culture that's necessary and hire the people who would be a good match with this culture. Step by step, be more clear,

So you’re starting a company? You’re now officially a founder. What should you do first? In episode 47, we will frame the landscape, share when it is a good time to start a company, how validate your start-up idea and the 3 key things to take into account: product, market and team.Navigation:IntroFirst Things, FirstWhen is a good time to start?How to validate a startup idea - vitamin vs painkillerThe 3 key things: product, market, teamConclusionOur co-hosts:Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmittNuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedroOur show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Bertrand SchmittWelcome to Episode 47 of Tech DECIPHERED. This will be the first episode in a series of two episodes about Day zero as a founder. Basically, we will talk in Episode 47 about what is Day zero as a founder? We will talk about when is it a good time to start a business, how to validate? Your startup IDs. Of course, we'll go around three key things: product, market, and team. That will be all for episode 47. You will hear more in our episode 48 about culture, about structure, legal, and about second-time funders. Nuno.Nuno Gonçalves PedroFirst things first.Bertrand SchmittFirst things first.Nuno Gonçalves PedroFirst things first, what is day zero? Day zero is basically to us when you're really starting your company. You have an idea, you may have done a little bit of market research. You've sought through a few things, but you're about to go and embark on this journey of having a startup or a company of some sort.Nuno Gonçalves PedroThe first important thing is, what are you doing? What is it you're going to do the company on? Is it a services company? Is it a product company? Is it something that you've done before? We're going to start a little bit today in this episode talking about first-time founders. Later on, we'll talk about the differences between second-time founders and first-time founders. Most of the episode today and then part of the episode next time will focus a lot on first time founders.Nuno Gonçalves PedroBut at least you have to have a notion of product or service. What is it that I'm supplying to the market? Second, what is the market? What market am I going to operate in? Third, what is the team? Normally, the team at day zero is you and potentially co-founders. It might be you by yourself, if you're a single founder or a solopreneur, as we call it.Nuno Gonçalves PedroWhat do you do first? The first things you need to do is to understand what markets are you going to act on, what products or services are you going to manifest in that market, and what's the ongoing team into this problem, into this company? That's your effective day zero start. If you don't have these things and you're like, "Oh, I just have an idea for a startup," that's cool, but it's not something you can go and raise money on. It's not something you can go and do anything on. You have to at least go to a stage where you have a plan, where you have a potential co-founding team, where you have a market that you're going to operate on.Bertrand SchmittBy the way, not all businesses are venture-backable or not, and that might be something we come back to. I would say another point is also around, are you still working another job? Are you doing this part-time during your nights and weekends? Or have you resigned from your previous job and moved full-time on this idea? That's always a big question.Bertrand SchmittI would say a lot of people, you wonder if they are serious enough when they have been...

Is work-life balance attainable or is it a “mythical creature”? What can one do to extract top professional performance while not endangering one’s personal life and hers/his/theirs physical and mental health? We will discuss how much is too much, the big axes of “life”, whether work-life balance is possible, differences between geographies and will, as always, share our own “hacks” and key “systems”.Navigation:Intro (01:34)How much is too much? (01:59)The big axis: family (21:35)The other axis: friends, hobbies, spirituality, etc (30:27)Is work-life balance possible? (39:05)Differences between geographies (56:24)Bring it all together (61:57)Conclusion (63:43) Our co-hosts:Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmittNuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedroOur show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Nuno Goncalves PedroWelcome to Episode 46 of Tech DECIPHERED. In this episode, we will discuss the lifelong exercise of work-life balance and whether it is possible. We will discuss mental health, physical health, how much is too much, whether it's actually possible to attain work-life balance, and as always, we will share some of our own hacks and principles. Bertrand, how much is too much?Bertrand SchmittThat's the question. I'm a serious believer that it depends also of which stage are you in your life. Which period in your life are you? Are you still quite young with a lot of energy? Are you a single parent with kids? I think depending on the stage in life, you won't physically have the same time available to devote to work. That will have an impact on your ability to work and how much you can execute and that can put pressure, obviously, to your capacity to endure.Bertrand SchmittAt the same time, obviously, if you're in your 20s, you should probably have way more time to do a lot, to learn a lot, to try to achieve a lot. You might be able to endure it much more easily than if you were in your 40s, for instance.Nuno Goncalves PedroMaybe we start with a disclaimer. Obviously, all opinions we're going to share today—we're not psychologists, we're not trained psychiatrists, we're not MDs—it's our views and based on experience we've had from managing people, our own lives, interacting with many different players at various different levels of seniority. Hopefully, it is not just anecdotal, but again, we are not trained physicians, MDs, et cetera, so take this obviously with a grain of salt.Nuno Goncalves PedroTo your point, I fully agree. There is a stage of life, and it's a bit more granular, I believe, than that. It might be that once you're joining a specific company, specific organisation at a specific time, you're going very aggressively to fit into the organisation, to understand how everything works, to balance yourself and how you interact with other people and learn a new set of skills. It might be two years in that your role and job might be a bit different if you're more in corporate life.Nuno Goncalves PedroIn startup life, as you know, it doesn't seem to go away, certainly in the first four or five years of the company. Venture capital is also an activity that classically, I think, if done properly, if done with love and with gusto and with passion, it's an activity that is very encompassing. I always make the joke, I don't suffer from ADHD, I enjoy every minute of it, which probably makes sense.Nuno Goncalves PedroI fully agree with you. How much is too much? How do you know? There's the obvious warning signs, and normally the obvious warning signs are actually not...

Augmented Reality, VR, XR… what is all this? Shouldn’t we all be using these devices by now? Is Apple going to change everything? Or is it Meta? In this episode, we go in into the arenas of AR, VR and MR, explain what these different technologies are, the developments thus far, whether (or not) we are an inflection point on devices, software, applications and content, as well as on what the (hopefully non sci-fi) future holds.Navigation:Intro (01:34)What is it and how does it work? (02:09)The last (lost?) decade (11:15)The inflection point for devices? (19:10)The inflection point for Software and Applications? Developer is king… (36:47)A non sci-fi future? (49:04)Conclusion (56:09) Our co-hosts:Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmittNuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedroOur show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast IntroBertrand SchmittHello. Welcome to episode 45 of Tech Deciphered. Today, we are going to talk about VR, AR, MR; mixed reality, in the context of the announcement of the Apple Vision Pro, their first spatial computer. Obviously, already talking about VR, AR, MR is old school, we should be talking about spatial computer. Apple has been very careful about not employing the world VR or AR. Maybe let's start about what is all of this and how do they work?Section 1 - What is it and how does it work?Nuno G. PedroLet's start with an easy one, which is extended reality. Extended reality is everything. Extended reality encompasses augmented reality, mixed reality, and virtual reality. When you see XR, that means extended reality. It's the encompassing word for all these forms that we're going to talk about today. Nuno G. PedroAugmented reality is probably the simplest form. It's a view of the real world with some pieces of digital. But normally the definition for augmented reality is it's a non interactive domain. We'll come back to that when we talked about mixed reality. It's you basically seeing things that are on a plane, for example, using your mobile phone, your iPhone, an android device, and looking around you and seeing things that appear that are digital, but they appear in the real world. That would be augmented reality. There's almost no interaction involved, etc, etc. Nuno G. PedroMixed reality brings in the element of interaction. You still see the real world, but you also see these digital objects and these virtual objects and you can interact and make them interact and you can interact with that world. To be very honest with you guys, I'm still an old-school guy. So for me, augmented reality and mixed reality are effectively the same. Nuno G. PedroI think at some point, someone decided to do this distinction, maybe because of the devices that are linked to it and to really separate in particular what was happening in mobile augmented reality, what was happening with mobile phones. But ultimately, for me, they're very similar. Obviously, for me they're almost indistinguishable anyway. The people out there, that like distinguishing them, that's the difference between AR and MR; mixed reality. Nuno G. PedroFinally, there's virtual reality, which is a fully immersive virtual world experience, the one that normally uses things like in the past look like helmets, things that basically take over most of your head because you want to be fully immersed. It can't be just full, a simple goggle experience. It needs to be a more immersive experience. That's basically what defines virtual reality or VR. Nuno G. PedroAgain, XR; extended reality, AR and MR,

Final episode on AI and generative AI, including start-up and VC landscape, regulatory & privacy environment and what does the future hold, with answers to such important questions as, can AI kill us? (spoiler alert: yes, it can). Navigation: Intro (01:33) Start-up and VC Landscape (02:13) Open-Source (08:31) Regulatory & Privacy Environment (14:31) The Future (21:18) Conclusion (31:17) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) -- Introduction -- Nuno Welcome to Episode 44 of Tech DECIPHERED. This is our second and last episode on Artificial Intelligence and generative AI. Nuno In the last episode, we introduced AI. We talked about what's happening around generative AI as well as verticals and what the big guys are doing. In this episode, we will go further into what's happening in the startup and venture capital landscape, the open source landscape, the regulatory and privacy environment, and we'll end by talking about whether AI will save all our lives and save the world, or whether it will kill us all. -- Start-up and VC Landscape -- Nuno Maybe moving to startups, obviously, there's been a lot of funding into companies that are now at the forefront of some of these big shifts. We talked about stability AI that had raised over 100 million from players like Lightspeed and others. KOTO, I believe as well, that are responsible for stable diffusion. We've seen in the past very well funded startups in the AI space not necessarily then scaling or doing very well. But at the end of the day, there's definitely been a lot of funding. What is the current crux of the matter if you're a venture capital firm and you're looking at this landscape? Nuno The crux of the matter is noise. You see all these, "Okay, I'm chat GPT for something, or I'm an app that's going to run on top of existing platforms using generative AI." Nuno Generative AI is the new blockchain. It's a new Web3. It used to be in all pitches two or three years back, Web3, tokenization, token economics, et cetera. Now everyone's like, "It has generative AI." My, again, relatively simplistic view of looking at this is I think of it as an app economy. In the same way that we had the launch of the app store in 2008 and we had mobile apps, initially everyone said, "Oh, that's not an app economy. This thing is never going to amount to an economy." It did. We now know that mobile first and mobile app is an economy. We have two proofs of that in this podcast. Nuno It is also true that I believe what we're seeing right now is a similar thing to an app economy. This doesn't mean that we're not going to have some significant revolutions around AI and new platforms emerging that everything is going to be based on. I think we will have that as well. Nuno But at the same time, when we start seeing people saying, I'm going to use the tools and platforms that exist today to do an application specifically around this, which will be really cool and will take productivity to the next level, most of these will fail, like most apps failed. Some will potentially win. Nuno The notion of generative AI first is how I look at it, is for me a bit analogous to app economy like we saw with mobile. Some will rise to the top, very few. Most will fail dramatically. There will be a tons of noise. For us as investors, as venture capitalists, the complexity is to understand how can I reduce the noise level?

The truth about Artificial Intelligence and Generative AI. This is the first of two episodes on AI. Navigation: Intro (01:33) What is AI and AGI? Why now? (02:07) Setting the Record Straight (08:55) Verticals (20:30) Other AIs (28:48) The Big Guys (31:20) Conclusion (38:38) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Bertrand Schmitt Welcome to Tech DECIPHERED Episode 43. This would be the first of a series of two episodes on AI, AGI, generative AI. A lot has been happening in the past six months and we felt it was a great time where not everything is clear yet. The fog of war is still intense. There is probably a little bit more visibility into where things are going. It would be with pleasure that we'll talk about this deeply fascinating topic and for sure one of the topics most discussed today in tech. What is AI? What is AGI? Why now? (02:07) Bertrand Schmitt Nuno, maybe we should start with trying to define what is AI, what is AGI, what is generative AI? Nuno G. Pedro Easy task. AI is what is in the name. It's artificial intelligence. It's typically seen as a branch of computer science that is looking at creating mechanisms within machines that, in some ways, are similar to human intelligence or practically speaking, would refer to human intellect. Nuno G. Pedro Now, as we know, machines can't think. That's still true today. So they do this through very complex mathematical models that get implemented normally through software and hardware combinations. Then within artificial intelligence there are different fields of artificial intelligence. Nuno G. Pedro In the good old days, people used to talk about weak AI versus strong AI, which is more general intelligence, where weak AI is normally more focused within a specific field of solution set. General AI and strong AI will eventually become our overlord and think better than us. Nowadays you will hear a lot of different things around artificial intelligence. You'll hear machine learning, you'll hear deep learning, you'll hear about natural language processing, computer vision, et cetera. Nuno G. Pedro All of these fields are fields of artificial intelligence that intend to emulate what we as human beings do. So computer vision basically would look at the automatic analysis of things that get processed through vision. Could be video, could be pictures. Nuno G. Pedro Natural language processing is looking at the interaction of machines and computers with natural languages and human languages, the language that we have. Deep learning, I would allege, is a subfield of machine learning. There's still a huge argument on that or whether deep learning is a different field or not. Nuno G. Pedro I normally see it as a subfield of machine learning where deep learning normally uses things like neural networks—we'll talk about neural networks later on—which are trying to emulate how our brain structures thinking effectively. In a nutshell, AI is a field of computer science. It's an evolution of computer science. Machines can't think for themselves, so they do this through very complex algorithms and techniques that normally use a lot of mathematics and quite a bit of data. Nuno G. Pedro Although we'll also have a discussion today on how much data do you really need. Are we past the times where you need massive amounts of data or not? In some cases, these techniques and algorithms also need to be trained.

In this episode, we deep dive into the process of Venture Capital - how does it actually all work? - and what the future of VC holds. The end of our 2 part episode on the Evolution of Venture Capital. Navigation: Intro (01:33) Section 1: The Process of VC (01:59) Section 2: Stats on VC (19:03) Section 3: The Future of VC (27:31) Conclusion (38:40) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Bertrand Welcome to Tech DECIPHERED episode 42. After our first episode, episode 41, sharing the history of venture capital as well as the business of VC, and we are starting episode 42 with the process of VC, as well as some statistics around VC and we will finish with the future of venture capital. Nuno, good to see you again. Section 1: The Process of VC - (01:59) Nuno Nice to see you, and let's start with the process of venture capital. At its essence, the process of venture capital is we're funnel managers. We're not just fund managers, we're funnel managers. We manage a funnel. It's about how healthy that funnel is that a fund can return a lot of capital or not. Nuno So it's all about really two extreme positions in the funnel, the beginning of the end being deal sourcing, the quality of the deals you see in the market and the market is essentially—we'll come back to that later—has been very inbound driven. It's about people that come to you. That's why you needed to create a brand, people need to know that you existed, et cetera. I suggest that's about to change and that's we'll talk about in the future of venture capital. Nuno But it's about the quality of the deal flow that you have, your proprietary networks, your access to key entrepreneurs that bring you other entrepreneurs, your access to scouts, your access to the market and the quality of those deals. Nuno And then at the other extreme is selling the asset at the right time. And really normally you sell an asset either because the company is bought by someone else, or the company IPOs, and at some point you can sell it as public equity or the company fails miserably. Nuno I think in the last few years it's very obvious there is maybe a fourth mechanism for you to exit, which is secondary. Someone wants to buy your participation in that company and you can sell it to that other entity, be it an investor, be it a company, be it someone else. But maybe minority sale or selling just your stock rather than anything else. Nuno Also important to highlight in the business of venture capital, venture capital firms are minority shareholders. They're not majority shareholders, they're minority shareholders. They're just protected by special provisions because when they buy into the company, they buy into preferred shares. Their shares are paid higher than they should be, but then they get special rights. And then if that VC gets someone on the board, the board member also gets special rights in terms of approval, minority protections, et cetera. Nuno So it's not that VCs are dumbasses or stupid and they only want to have minority protection, no, we don't run your businesses, we don't want to own it. But we do want to have protections on your businesses to make sure that we are well represented, either because we're on the board or because we're a lead investor or we're a significant investor in the company. Nuno Two pieces of the funnel are top-end deal sourcing, top of funnel, bottom end of the funnel, end of the funnel,

In this episode, we will go in-depth into the evolution of Venture Capital, including its History, the business model, process and operating model, and what its future holds. Navigation: Intro (01:34) Section 1: History of Venture Capital (01:59) Section 2: The Business of VC (15:27) Conclusion (19:54) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Nuno Goncalves Pedro Welcome to Episode 41 of Tech DECIPHERED. In this episode, we will talk about the evolution of venture capital. We will start it with its history. We will discuss the business of venture capital, what is it all about, and we will go into the process of venture capital. How do venture capital firms and funds actually operate? Finally, we will talk about the future of venture capital, the immediate future and the more long term one. How will it change? Section 1 - History of Venture Capital (01:59) Nuno Goncalves Pedro Maybe starting with history. Venture capital actually goes back a long way. Obviously, we always like to go back to Second World War, the military complex in the US going full throttle, a lot of IP being generated, a lot of really useful things for defense that could be applied to the mainstream markets. In some ways, that's the beginning of the history of Silicon Valley and the beginning of the history of venture capital at scale with public-private partnerships, grants and money from government, technology transfer into areas that were ultimately areas that went fully outside of defence and into normal markets, so to speak. Nuno Goncalves Pedro But actually, venture capital goes back even further. Venture capital and high risk projects go back to, for example, the time of discoveries, the time of trading by boat. Actually, that is where the term carried interest comes from. It is carried interest. What happened was the boat owners were going to take merchandise from one place to the other. Because a lot of these missions and projects had a lot of risk to them, not only they got paid to do it, but they also got paid in kind to do it with carried interest. They would keep some of their carried interest. That's how the term carried interest really comes into these high risk profile projects. Nuno Goncalves Pedro Venture Capital is a very high-risk endeavor, or a higher risk endeavor than normal. Its history starts around World War II with private-public partnerships. Bertrand Schmitt I feel that between the age of discovery and World War II, there might have been the age of whaling in the US, from what I understand. Nuno, you want to say a few words on this? Nuno Goncalves Pedro Yeah. It goes back to whaling. It goes back to all these endeavors and projects and shipping. The military complex really expands it into private markets, so public-private partnerships, getting money into it. We started having, in venture capital, actually, early days, there was a lot of East Coast players in the market, which were more coming from the banking angle to it, just pushing into it. Nuno Goncalves Pedro Then we started having, because of a lot of aerospace defense projects happening around California and in California, there was a migration to players that were more, I would say, businessy, less banking. Some of the early VCs in this market, people like Pitch Johnson, Bill Draper, the granddaddies of us all. Bill was involved in a firm with Pitch. I think that was one of the original firms, if I recall correctly.

SVB goes down, and the Fed and Treasury react. The latest on the financial crisis: What actually happened? What was done to stave off the crisis? What are the next steps and what’s further on the horizon? As always, our “no bs” views and analysis. Navigation: Intro (01:34) Section 1: What happened? Section 2: What was done to stave off the crisis? Section 3: What are the next steps? Section 4: What’s on the horizon? Conclusion Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Bertrand Welcome to Episode 40 of Tech DECIPHERED. An episode, of course, focused on what happened this past week with Silicon Valley Bank and the overall financial crisis around it. We are recording this as of Wednesday, March 15, Pacific Time. Between the recording and the release of this episode, it might take a few days, so things might have changed. Bear with us. What a week in Silicon Valley. That was pretty insane. I think we have a black swan type of crisis every year now happening. Nuno If it's once a year, is it still a black swan? Bertrand Of course not. Sorry if my joke was not explicit enough. Nuno You're being facetious, understood. Okay, clear. Bertrand I'm definitely being facetious about this. Definitely, in the past, I don't know, three, four years have forced us to run businesses in a different way. We will try to do a short episode this time focusing on what happened, what was done to stave off this crisis, as well as what's the next steps, what's on the horizon. Nuno Let's start with the obvious big picture thing. Rate increases by the Fed is one of the engines of all the issue around SVB. We'll come back to what actually happened later on, but let's go through fundamentals first. The Fed has been increasing interest rates dramatically for the last less than a year. It's going to be a year, I think, this week, from starting at 0.25-0.5 range to now being at 4.5%-4.75% range, if I got that right, for the Fed rate in one year, less than a year, which is incredible. That has created, obviously, a situation where there's a lot of strain on various financial products that banks, for example, may be over exposed to. Nuno But it all started, in all honesty, for a valid reason, which was really containing and reducing inflation. If we remember, inflation started around the one point something percent mark, so well below the 2% magical number, which we're now questioning is 2% really the right number or not. But it went through the roof by 2021 into 2022 to 9%, and the Fed had to do something. They've been pushing it down. Obviously, I think the last number of inflation is around 6.0%, very close to 6.0%. Clearly, the interest rate increases have been working in really containing and reducing inflation, but this is the side effect. Bertrand Yes, it's definitely a side effect. Why is it a side effect? It's because when you increase rates, especially so fast as a bank, especially banks who have seen continuous increase in deposits, thanks to the monetary inflation over the past few years. If you have bought assets, long-term bonds at low rates, suddenly with the rate increase, the value of your bonds is decreasing. Bertrand For me, what's also interesting in all of this, and we keep learning more and more in the coming few days, but if I look at regulators, it looks like as well, they were asleep at the wheel. I was reading that a very recent FDIC stress test was not including any chance of rate i...

In this final episode on Boards of Directors, we will share tips for successful board meetings, how to manage them, how to be a value-add board member and insights on advisors and advisory boards. Navigation: Intro (01:34) Section 1: Tips for Successful Board meetings (02:11) Section 2: How to manage your Board (18:24) Section 3: For Board members (25:52) Section 4: Advisory Board / Advisors (33:09) Conclusion (49:19) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34)NunoWelcome to Episode 39 of Tech DECIPHERED, where we continue our discussion around how to best manage your board and get the most out of it, as well as how to be a great and hopefully non-dysfunctional board member. NunoIn this episode, we will talk about tips for successful board meetings, how to manage your board, and we'll go into details on anything from agendas to how to organize the cadence of it, KPIs, et cetera. How to think through advisory board members and advisors and how they're different from consultants and contractors, and also on how to be a fully functional board member and bring value to the company that you're a board member of.Section 1: Tips for Successful Board meetings (02:11)NunoMaybe we go to tips for successful board meetings and door calls. Maybe we go to the first one, which I know is one of your favorites. BertrandI think it's quite key to be prepared for your board meeting, and it works for both sides, the execs, the CEO, and on the other side, investors, people who receive the communication from the company. That part is quite critical. BertrandMyself, not initially, but at some point when I was running my previous business, App Annie, Data.ai now, one thing I did after ending up sending a board deck and board back instead of the usual two days before a board meeting to send it a few hours before. I was not feeling very good about how it worked out. I ended up approaching that to share stuff at least a week in advance. BertrandThat might sound crazy from a lot of perspective, but at the end of the day, it's a question of just organization. There is no reason you cannot do a week in advance. You can do two days in advance, but you would have more time. If it slips, it's no big deal. If it slips by a day. BertrandWhat it also gives you is the opportunity to potentially reach out to different board members between the moment where you send your board materials and the moment where you have your board meetings. It gives you more time to set up some calls, to answer some questions, highlight some points. BertrandIf you have time to do that between sending your board back and having a board meeting, you will have a much more streamlined board meeting itself because if the big questions have been discussed in one-to-one, if some controversies have been addressed in one-to-one, things will go a lot smoother. BertrandSurprisingly enough, some board member might prefer more challenging confrontational type of board discussion. Personally, I don't if it's not needed, but working that way gives you definitely some more efficient board meetings. NunoTo your point, manage this thoughtfully. Again, when you're sending board materials, you send it to observers as well, et cetera. If you have some lead board directors, in particular from investors, that are material to you and you know there's going to be a complex conversation at the board meeting,

In this episode, we will explain what a Board of Directors is and is *not*, its roles & responsibilities, and how it should evolve over time. Navigation: Intro (01:34) Section 1: What is a Board of Directors (02:10) Section 2: Taxonomy (06:20) Section 3: Evolution of Board structure over time (12:08) Section 4: Board Composition (18:38) Conclusion (29:47) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Bertrand Welcome to Tech DECIPHERED, episode 38. This is the first of two episodes where we will discuss about how to manage your board from a CEO perspective, mostly. The idea here is to talk about why do you want a board, what's the purpose of a board, what would be the taxonomy about running a board, the evolution of a board, its composition, how you should manage your board, as well as other board, like an advisory board, as well as sharing some perspective from a board member perspective or from an advisor perspective. Section 1: What is a Board of Directors (2:10) Nuno Indeed. Maybe we start at the beginning. What is a board of directors? I think that might be a question that gets thrown quite a bit. I'll read from a definition. Some of the stuff we'll be doing today is based on a document I prepared a very long time ago and some other things that Bertrand dug out. But just to directly quote, a board of directors is a body of elected or appointed members who jointly oversee the activities of a company or organization. A board's activities are determined by the powers, duties, and responsibilities delegated to it or conferred on it by an authority outside itself. These matters are typically detailed in the organization's bylaws. What is a board? A board represents, basically, normally actually shareholders. Shareholders and other stakeholders in a company. It depends on the country. We know, for example, in Germany, that boards of directors also have in many cases representation by unions. But in the case of what we will discuss today for the most, we're going to talk about startups and tech companies. Normally, boards represent shareholders, and they represent the interests of shareholders. So the people that are on a board of directors are there to make decisions around a couple of areas that are vital to the well-being and growing of the company in representation of a larger group of shareholders. Nuno The typical duties of boards of directors obviously include the governance of the company, so all the key policies and objectives of the company. The selection, appointment, supporting, and reviewing of the performance of a chief executive. We'll come back to that as well. It's normally a contentious issue, but it is the responsibility of the board to do that. Making sure that the company has their adequate financial resources to sustain itself, to be a growing concern, proving annual budgets, strategic items, any accounting that is done to other stakeholders of the company, including shareholders. And last but not the least, and there's many other things a board can do, but last but not the least, setting the salaries and compensations for company management. This should be interpreted under the logic of the senior people of the company, certainly the CEO, maybe founders, and other core people to the company. In a nutshell, what the board is responsible for is governance on the one hand, and on the other hand, what I would call mostly strategic decisions.

We sort of predicted the FTX and SBF debacle… seriously! How much are CEOs’ political and socio-economic views welcome publicly? How about employees’? How much is too much? In this episode of season 3 of Tech Deciphered, we talk about founders & CEOs activism, employee activism and share our tips on when to talk and when to just… keep your mouth shut. Navigation: Intro (01:34) Section 1: Founders & CEOs activism (02:13) Section 2: M&A changes everything (20:09) Section 3: Employee activism (27:38) Section 4: Bring it all together (39:24) Conclusion (44:57) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Nuno Goncalves Pedro Welcome to Episode 37 of Tech Deciphered. In this episode, we will address CEO and employee activism. How much is too much? We will touch upon a few CEO-activism events that are recent. We will also talk about how M&A changes everything. Nuno Goncalves Pedro We will then address employee activism, which has become more exacerbated over the last three years. Finally, we'll bring it all together. How much is too much? Should you be in the media all the time? How much should your PR department control of what you say? How much should you listen to your employees? How much, as an employee, should you actually speak out? Section 1: Founders & CEOs activism (02:13) Bertrand Schmitt I think Nuno that's a timely topic and it's something that, for the good or for the worse, has been changing, maybe quite dramatically, if you compare the last decade versus how businesses used to be run before. I guess, of course, it's thanks to change in technologies. You have your cell phone always available. You can talk to people. You can record, you can tweet, you can do video. Bertrand Schmitt I guess step by step, CEOs, employees discovers that they actually could have more of a voice, and there might be less need for a middleman to express your opinion. As a result, you communicate more easily. If you stop communicating publicly, challenges can start to increase. It's a brand-new world out there. Nuno Goncalves Pedro As Spiderman would say, or actually his uncle, "With great power comes great responsibility." Unfortunately, sometimes, people forget the responsibility piece and maybe they tweet at the wrong times of the day, or they say the wrong things without really checking themselves up. Part of it we'll discuss today. Sometimes when you share on social media, obviously, it lacks context, it's misinterpreted, or sometimes it's just plainly wrong, which is also the case. Nuno Goncalves Pedro Shall we start? How much should one have an opinion on specific topics, geopolitical topics that are important socially? How much should a CEO or founder have an opinion on? Maybe we'll talk about a few examples. Bertrand Schmitt I think traditionally, the approach was, if you're in the economic sphere, you are out of the public sphere, you are out of the political sphere, and you are very careful and measured about how you communicate. Usually, you have a big PR department, all focused on supporting you and the message you are supposed to convey, and you certainly don't go off the cuff. Bertrand Schmitt Obviously, things have changed since the past 10 years. It's not easy for a CEO to make that decision to do more, but sometimes you have no choice. I think some interesting examples, a few years back, maybe actually with COVID, we saw some tension about, basically,

"I am leading or involved in a company… and we are in trouble. What should I do?” In this episode, we share what do when you are in trouble and what to do if everything else fails. This is the second and final episode on this topic. For more information, also listen to episode 35 Navigation: Intro (01:34) Section 1: What to do, if the company is in trouble? (02:04) Section 2: What if all else fails? (34:46) Conclusion (47:21) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Bertrand Schmitt Welcome to Tech Deciphered Episode 36. It's our second episode about, "My Company's in Trouble. What Should I Do?" In the previous episode, we talked about the context. We talked about how to determine if your company is in trouble. And we talked about what being relatively safe looks like. In this episode, we are going to talk about what to do if your company is in trouble, as well as what are your options if all else is failing. Section 1: What to do, if the company is in trouble? Nuno Goncalves Pedro Let's say that actually, you are in trouble, that you've done the analysis, you're running out of cash quickly. Your economics are very poor. Your burn is difficult to turn around. What do you do? What is the first thing that you do? Bertrand Schmitt I think the first thing that you do is as management, as a board, to acknowledge you have an issue. That's really the first thing. Acknowledge you have an issue and then start working together, management and board of directors to get in agreement into what is, at the very least, what is our current situation, not even what we should do about it, but always a level of risk, level of tension. The analysis done of what's happening so that you can start smartly discussing about the option for the business. But we saw an acknowledgement across a team of professionals, execs, and board of directors, it's very difficult to move forward. If one side believes a business is doing alright and there is no biggies, that's an issue. If one side believes that, hey, it's not that great in term of burn rate, but we would get financing easily. That's trouble if the other side doesn't believe that. And usually, that might be your board who doesn't believe it would be that easy to fundraise. I guess it depends. But it's really key to be aligned about the analysis. I've seen companies, I think it's less true now, but if you look at in June or May that still we're not acknowledging what was happening in the market, it was crazy for me. It's like, guys, this has happened for six months now. You need to acknowledge it's a different economic condition and what was investable, and we go back to the default investable in November of 2021, is not default investable in September 2022. And the gap might be pretty big. I can see that some people at the first bear markets really start to think, Oh, good times are back. No, no, they're not coming back. Not so easily. And you cannot build and bet your business just based on bet ready for a few weeks. Or both sides of the table need to come into agreement about the burn rate situation, the capacity of the company to deliver on its revenues and its projections of top line, specifically, but also about bottom line and get into agreement about what it means in terms of ability to fundraise. Nuno Goncalves Pedro And let's say we have agreement, so board, executives, everyone's like, we are in trouble.

“I am leading or involved in a company… and we are in trouble. What should I do?” In this episode, the beginning of season 3 of Tech Deciphered, we firstly share how to know when you are in trouble (spoiler alert: getting this right is essential) or … if you are “relatively safe”. Navigation: Intro (01:34) Section 1: Context (03:28) Section 2: How to know the company is in trouble (04:58) Section 3: What does “being relatively safe” look like? (17:15) Conclusion (28:17) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Nuno G. Pedro Welcome to season three of Tech Deciphered. We have many surprises in store for the season. But to start, we will have two episodes: Episode 35 and 36, on the topic of My Company is in Trouble. What should I do? In these two episodes, we will discuss context on what is happening currently in the market. But more importantly, we'll help you figure out if your company is in trouble or not, maybe the most important of the first questions that you should answer. Secondly, we will talk about what to do if your company is indeed in trouble. And coming from different perspective, not just the perspective of the CEO, but also of people that are involved at the board level or relatively senior people that are involved in the future of the company. And finally, we come to the "what if all fails" piece, right? If everything's failed, what should I do? It's going to be an interesting set of questions, and hopefully, our answers will be helpful to you all. Section 1 - Context Bertrand Schmitt Thank you, Nuno. Yeah, it would be exciting to start this Episode 35. Maybe to share more context, we can start first with our last two episodes about the bubble bursting, winter coming. I guess winter is getting closer. A lot of great companies, tech companies today, they are valued at 50% of what they were worth last year. Fifty percent, five-zero. And it's not just 50%; it's 50% versus a year ago. Imagine the company attempt to grow, to expand their business, to be more successful, but the market are still valuing it 50% lower. That's happening for a lot of great companies in tech. If I take some private market, this company in the buy-now-pay-later space that announced pretty recently, [inaudible 00:01:42], that they were moving from $46 billion valuation last year to 6 billion market cap this year for the last round of financing, which is a huge gap. We're not talking about 50% anymore. We are talking about 90%. It probably happened because they had to mirror what happened in the public market with other competitors in that space who end up being in a similar situation of losing 90% market cap. Of course, the private market had to react and adjust to that new situation, and you cannot keep disconnecting yourself from the relatives of public markets, especially if you are at very late stage. Nuno G. Pedro You have Zoom that was close to 160 billion at the top of it in 2020. Top of COVID, I guess, and now at 25 billion or so. There's been some interesting... And this is a public company. Bertrand Schmitt We are not talking about Peloton. Nuno G. Pedro We're not talking about Peloton. The whole COVID effect also being felt very strongly in many industries. Bertrand Schmitt Yes, Peloton is actually on 15X. Nuno G. Pedro That's not too bad. Bertrand Schmitt It's in way more serious financial trouble than some of these companies we are talking about. Nuno G. Pedro Today,

In this episode, the end of our 2nd Season, we close our discussion on the crisis that is upon us and deep dive on what will happen next. We finalize with a brief recap of our season 2 and on what we got right and wrong. Navigation: Intro (01:34) Section 1: What Will Happen Next Section 2: End of Season 2 - a Quick Recap Conclusion Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Bertrand Welcome to Tech Deciphered episode 34. This is our second episode on the bubble that's finally burst winter that has arrived. We will talk more in this episode about what will happen next. If you want to listen to our episode 33, where we talk about what has happened, what is happening, go back to that episode. And for this one, we'll be focused on future, short-term, medium-term, where we believe this is going. Nuno So what is happening next? There were some significant changes in the world that we're really not coming back from. And we've heard some amazing things and some well-written analysis, or at least some very pointed notes from people like Benedict Devin and many others that we have inspired ourselves with. Nuno But in effect that the whole notion of digitization is true, I think we have had a forced digitization over the last two years, which has really brought us forward. Our ability to do ecommerce, our ability to actually use services that we legacy services and have ways of interacting with those services that are more virtual than they were ever before, our ability to get telemedicine and many other things. Nuno So there's been a lot of moving forward that has been positive. There's a lot of things that, in our personal experiences, for example, in the home, we don't accept anymore. I think Benedict was the one saying no one is going back to cable. I'm not sure that holes in that sense, but obviously there's been a lot of court cutting streaming seems to have one day. Clearly, it was already relatively clear. Probably, it got accelerated through COVID. Nuno We'll now see the reckoning of that in the next few years on who's going to be the big winners in that space, but certainly, I think that's moved forward. The ability for us to really communicate with each other at a distance is now a theme that needs to be addressed by everyone. So it's no longer an afterthought. It's not like, okay, oh, maybe we can get on a plane and go somewhere. No, no, no, no. Nuno Do we have a good way for our team, for example, in a professional environment, to interact with each other at a distance? What are the tools we have to do that in? So all this notion of hybrid versus remote versus being in the office doesn't really matter. Remote work needs to work. And we've learned our lessons and there is a lot of tools missing. There's a lot of things that haven't been done properly. Nuno We also know for a fact that there are pieces of the acceleration that we saw in biotech driven by COVID and the vaccines that ultimately are here to stay. So there's definitely not a going back on this either. Obviously, there's a lot of work still to be done in digitization, in particular, across different sectors of the economy. Nuno But honestly, with all the tragedy that COVID has been and all the crap that we've been embedded in for the last two years as a global society, the silver lining is, guys, we've got the digitization we've been asking for. The whole digital transformation stuff we've been talking about,

Winter Has Arrived - the Burst of the Bubble and the Crisis Upon Us… AND WE GOT IT RIGHT! In this episode, we share … that we were right, all along. We were in a bubble and the crisis is upon us. We share context on the current crisis and what is happening, exactly at a macro level - inflation, recession, over-stimuli, etc - as well as in the start-up and VC world. Navigation: Intro (01:34) Section 1: First of All… We Told You So… Repeatedly (02:05) Section 2: What is Happening…Exactly (04:25) Conclusion (41:37) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Nuno Welcome to Episode 33 of Tech DECIPHERED. This will be the first of two episodes on the bubble bursting. We've called it very nicely. Winter has arrived when we're really in summer. Today's episode, we're going to go through what's happening exactly in this bursting of the bubble. But let's actually start with congratulating ourselves in having predicted the bubble. There was a dramatic bubble and that it was going to burst, which we did in our duology on the bubble a couple of episodes ago Bertrand. Bertrand Yes, we released these two episode in October or November, about the bubble and how was supposed to burst at some point. I guess timing was perfect to talk about the bubble when it was at the top of the bubble, right before it start to explode. I think you could fit it in a lot of our discussion in the past two years on our podcasters, that we were on one side amazed to see the increase in transaction values, in VC financing and startup financing, and at the same time, constantly reminding that didn't feel right, and this was probably just a big bubble, and we call it right. It's not just about congratulating ourselves. At the end of the day, it's a pretty scary times for everyone, but obviously, it happened for a reasonw and [inaudible 00:01:19] reasons, and that will help us understand what happened and what's going to happen. Nuno Maybe a parenthesis... I think we got it right in several ways because when COVID first hit, we were predicting that that mini-crash was going to lead to a fundamental crash, and it didn't. Part of what we're now going and suffering through was that, because there wasn't that crash, and the market continued to go bull market for another two years, thank you very much, because of governments giving money, incentives to consumption, a bunch of stuff that was really artificial now we know, we ended up actually having top of the market when we did launch the duology in 2021. Nuno I know it's not a great signal. I certainly, I think, in my own professional activity as an investor, in looking at companies et cetera I've used it. I used it throughout to advise my companies, "Raise now when never knows when it's going to burst", "Make sure that you have a plan B". There was a lot of things that instructed me in how I behaved within my professional activity. Nuno I'm sad to say that it didn't inform everything that I do. I probably could have avoided one or two things on that if I'd sort of followed my own advice on it. But in some ways, having been disciplined through the last year and a half, two years, and now we looked at investments. In some ways, I feel a bit vindicated. I don't want to do the "I told you so", but we told them so. Now, we have plenty of proof that we told them so. There's episodes, two episodes that talk about it in October, November, last year.

In this episode, we end our discussion on Leadership and Management: we delve into how to execute; explore values systems, including our own; and share our core beliefs. Navigation: Intro (01:34) Section 1: How to Execute (02:08) Section 2: Culture & Values, Our Core Beliefs (20:11) Conclusion (34:57) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Bertrand Schmitt Welcome to Episode 32 of Tech DECIPHERED, our second and last episode of this series on leadership and management. In our previous episode, Episode 31, we focus on defining leadership versus management. We spend time talking about the different styles of leadership management. In this episode, Episode 32, we are going to focus on how to execute and how to create and build the right culture through the right values. Section 1 - How to Execute Nuno Goncalves Pedro How to execute, how to do this? What are the levers that you have to lead and to manage? Bertrand Schmitt I would like to share one perspective I've got, what the CEO's job? I'm talking about a company at some level of scale, obviously not five people, ten people team, but we're talking about 50 people plus type of company. What's your job at scale? I believe that you have to have on one side a deep vision, clear vision. You have to bring your team on board. You have to either keep convincing your existing team, bring new members on board, evaluate existing ones, and you have to manage the cash, because if you run out of cash, that's a big problem. In a way, there is this metaphor of being like the bus driver. You have to view outside of you, you have to let people in, sometimes, unfortunately, let people out, and you have to keep the gas. If you don't do all these three, at the very least, that's big trouble for the business. As we discussed, if you are a tech organization, specifically a tech company, you probably need to be as well a product CEO. But at the very core at minimum, you need these three vision, bringing a team, managing cash, as the key pieces of the game as a CEO. Nuno Goncalves Pedro Agreed. I would make a caveat here, which is my view on product CEOs in tech is they are the most dominant type. There are other types that work well, in particular in the B2B environment, in business-to-business. The more commercial-driven CEO, the person who has extreme experience in sales or in business development or corporate development. We've seen a few of those people doing very well in B2B. Again, by nature, tech product CEOs do relatively well. But in B2B, certainly I think we've seen great examples of amazing CEOs that, honestly, are not that technical. But they are very good at selling and they're very good at doing a bunch of other things. There's a few people that come to mind, but again, not to get any hate mail, I will not go into details. I agreed fully with your vision, Bertrand, and the metaphor is very accurate on the bus. The job of the CEO has several dimensions to it as well. Effectively, a CEO needs to manage for the long term and for the short term, and when managing for the long term, strategy comes into play. A set of integrated actions that leads to competitive advantage. Normally, you measure it in years, two to five years. It's something that is really far in the future. You have tactics. Normally, tactics is something that you think through as more the one to two year things. It might be a big initiative, a big product launch,

In this episode, we demystify Leadership and Management: we delve into what sets them apart; typify the different styles; explore values systems, including our own and share our core beliefs. As always, we go below the surface and deep dive into this topic, at a time when it matters more than ever. This episode, on the topic of leadership and management, will be concluded by episode 32. Navigation: Intro (01:34) Section 1: Definition (01:58) Section 2: Typifying Leaders (06:34) Conclusion (38:56) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Nuno Welcome to our Episode 31, the first of two episodes on leadership and management. Bertrand and I will demystify leadership and management, define the difference between both, typify them, explore value systems, and also share our own core beliefs. As always, no BS. We will go below the surface and deep dive into this topic. Section 1 - Definition Nuno From the ground up let's start with the actual definition of this and a bit of a caveat emptor. Buyer be aware, as they call it. Obviously we will share what we think are great practices of leadership and management, but by no means these are the only practices, and by no means we aim to be professorial about it. Secondly, most importantly, probably by sharing our own views, we're not saying that we are amazing leaders or managers. Obviously, that's not for us to judge, but for people that have worked with us, for us, with us along the years. So that is not the assumption. Obviously, there is some assumption that we have something to say about this topic, otherwise you wouldn't be listening. But we don't aim to be arrogant enough to say that. Maybe starting with the definition of leadership versus management, and this comes from someone I used to work with, a very good friend, but also someone I worked with for a very long period of time in two different roles. The way she would qualify the difference between leadership and management is, if the objective function is to get to hell, a leader is the person that can convey to people with amazing charisma and presence that we're going to go to hell and hopefully we'll come back for sure, hopefully we'll come back, etc. The leader will likely not define necessarily very much how one will get to hell and back, but they will convince people to go with them, certainly the first time around. A great manager might lack the charisma, but the great manager will define the steps to get to hell and back, will be clear about what needs to be done to get to hell and back. They might have difficulty in convincing people to go to hell in that first time, but it will be easier for them to convince them to go or try to go to hell a second or third time, even if they fail the first time, because they have a clearer view of the process to get there. So again, a leader normally, in my opinion, a little bit more linked to... In some ways great aspects of charisma and management is basically linked to great aspects of understanding steps that need to be done and things that need to be done. A great manager might not be a great leader. A great leader might not be a great manager. There are very few great leaders that are great managers. So that's maybe a little bit more flesh around the definition. Bertrand, do you agree with that definition? Bertrand That definition would be fit for Churchill, for instance, Churchill fighting the Germans, fighting Nazi Germany.

In this, the final episode on the Metaverse - or is the Metaverses - we discuss what the Key Players are doing in the space, as well as the so-whats for entrepreneurs and investors. As you, our listeners are accustomed to, only straight talk and “straight shooting” in this duology on the Metaverse. Navigation: Intro (01:34) Section 1: Key players (02:02) Section 2: So-whats for entrepreneurs and investors (22:36) Conclusion (30:35) Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Intro (01:34) Bertrand Welcome to episode thirty, our second episode on the metaverse. In episode 29, we talk about our definition of the metaverse, we talk about the key enablers for the metaverse. This episode will have two section. One, first section around the key players. And we will have a section about what it means. The so what for entrepreneurs and VCs. Nuno, should we go into the key players? Section 1: Key Players (02:02) Nuno And a very good segue to what the key players are doing around the metaverse or the metaverses and all these different technologies. And maybe sticking to Google again, not because we dislike them particular. I think we've shown them a lot of fondness in the past. But we're starting with another failure, Google Glass, which I already talked about earlier. I love those glasses. They were so cool. There was so much promise in it and then nothing. It was just like, nothing's gonna happen. Sorry guys. Bertrand For me, it was also an example of something that was hyped way too much, way too early, and totally out of context. When you have something for total geek that are only going to touch the most crazy early adopters of all, why do you start to brand it? I remember they were showing off celebrities at modeling shows. It was like crazy. It was as if it was going to be mainstream next month. It's like, wow, a lesson of how to set expectations wrong, as if they did everything they could to make sure it was really going to fail. Because the expectations are so disconnected from the reality of how bad it was. Bad maybe is a strong word. Nuno It wasn't that bad for what it was. I think it's more the point of what you're making, yeah. Bertrand As we see today, it was at least 10 years too early. And you know there is something in history when people tell me, "Oh yeah, we're just 10 years too early." I'm like, "Oh yeah, that's not much, ten years, I guess." I don't like it when people make it wrong by 10 years. There are so many things you could do instead, especially in our world of tech, where in some ways I feel it could be predictable. Google Glass, total fiasco, because it was 10 years too early. But I said 10 or maybe 20. Nuno Maybe 20. Bertrand The jury still out for this until we have something really working. What was about this other company that was promising crazy shit and ultimately went nearly bankrupt? Nuno Magic leap, yeah. By the way, I don't know anyone there. I'm telling our friends just as a way to not throw them under the bus. Yeah, Magic Leap. Bertrand But Magic Leap is a fantastic company. I was from very far smelling a rat. I will call it a rat when you burn billions of dollars and you don't deliver at all anything of value, at least value connected to how much money was invested in the business. I wish them the best in their new version, just focused on enterprise. But there was so much bullshit. And I'm frustrated because some of these companies are so much actively ...