Founder, BIMP - Relationships × Product. Founder, Assura - Traditional Thrift Excluding Its Weaknesses, Digitalized.
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Joined March 2024
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Save your energy for that professional meaningful connections and your emotion for that great date, on BIMP.
Join our private launch here with your email only.
nueform.io/f/MJ-uC15gYR
Sam Bare retweeted
Today we're announcing our $1B Series A, led by @kleinerperkins and @clearlake.
We believe making frontier AI R&D more accessible is the most direct path to AI that solves humanity's most pressing problems across science and technology.
This is a beautiful piece that just fikked up a hole in me that I had no name for it. Thank you @schlaf .
I am out right now to find my own tribe. I would love to experience such company, chart my path and still have someone that got my back when things are unpalatable for me.
We need people. Some of us might not be lucky and that is why I am building BIMP.
With BIMP, meaningful connections will be common, effective and effortlessly cultivated. Be it romance, friendship or a professional one like you mentioned.
We’re building Camerado around a shared belief: the company we keep shapes who we become and what becomes possible.
Here’s the philosophy guiding our work:
The Company We Keep
There are frontiers beyond and within you, where you reach the edge of what you know and what you can do. You feel the pull and weight of what lies beyond, even before you can sense a way forward.
You might be leading a company that’s growing faster than you are, starting something you’ve wanted to build for years, or leaving a company you’ve poured your life into. You might be learning to trust yourself, stay open through disagreement, or let go of an identity you’ve outgrown.
These frontiers challenge us, demand more of us, and often scare us. They also awaken our curiosity, bring us more fully alive, and reveal possibilities we hadn’t imagined. They call us in.
Our most meaningful work unfolds at these edges. How we navigate them and who we travel with shape who we become and where we end up.
At the frontier, the unknown ahead asks something new of us.
Traveling alone, the way we often do, we stay on familiar paths.
We mistake the edge of our own perspective for the edge of what’s possible.
So much more is possible alongside companions who see us clearly, challenge our assumptions, and help us venture into the unknown more boldly.
Camerados are fellow travelers on the open road. They walk alongside us through uncertainty and difficulty, committed to the journey and to who we become.
All of us have the capacity to be a camerado.
How we support others can, with intention and practice, become a way of being.
This companionship asks us to explore our fears and longings, what we want to create, and the decisions we face. We let ourselves be known and take action without knowing where it will lead.
In the company of a camerado, we see more, feel more, and find more to believe in. We act with more conviction and compassion. Parts of ourselves we’ve kept hidden find room to come alive.
Trust grows as we push deeper into unfamiliar terrain. We learn that we can find our own way and still count on someone beside us when the road gets difficult. With that trust, we dare to go further.
We discover ambitions we hadn’t dared to name, work we want to bring into the world, and ways of being and relating we couldn’t have imagined when we began.
What once felt beyond us becomes familiar ground. We can stay open under pressure, see more ways forward, and make decisions we once struggled to face. As we grow, new frontiers come into view, within ourselves and in the world.
We bring what we discover together back to the people, communities, and organizations that matter most to us. More becomes possible for them, for us, and for what we can create together.
We cannot know what lies beyond the edge of our experience, but we can choose the company we keep on the open road.
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Jensen would forever be goated.
I doubt any founder can replace him without years of struggling to feat the big sized shoe he left behind.
NVIDIA announces CEO transition. Read the release: nvidianews.nvidia.com/news/n…
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Sam Bare retweeted
I had never done enterprise sales in my life when I joined Brio Systems.
When I got there the company was doing less than $1M in revenue. Over the next two and a half years we did over $100M, selling health and safety software during the pandemic to hundreds of giant companies, a lot of them Fortune 500. I ended up running multimillion-dollar deals and leading sales, marketing and ops teams.
People assume there was some secret playbook. There wasn't. Here's what I actually learned.
1. Learn the product so well you could sell it in your sleep. My whole thing is getting up to speed on something fast enough that I can reposition it better than the people who built it.
2. Speak the buyer's language. A giant company buys a way to make the problem keeping someone up at night go away, and the software is just how it gets delivered.
3. Timing is a massive part of it. We had a product that mattered at exactly the moment everyone needed it, and I'd be lying if I said that wasn't a huge part of the story.
4. You don't need to be a sales bro. The deals that went best for me came from knowing the customer's problem cold and being straight with them.
That experience is basically why I do what I do now. Most technical founders are exactly where I was back then, great at the thing and new to selling it, and they can learn it SO much faster than they think.
Tell me what part of your startup you won't share on X while building in public without telling me.
Me: Compatibility model.
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Two most important lessons from this post:
1. Don't die before 4-7 years.
2. Raise enough capital to buy adjacent products to have more stuffs your customers can buy.
Bonus: Don't be the second best.
Nikesh Arora's Strategy for Building a $268 Billion Company:
The fastest way to build a giant business is to sell more products to the customers you already have. And the fastest way to get those products is to acquire companies rather than build everything yourself.
Nikesh realized two important things when he became CEO of Palo Alto Networks:
1. The biggest companies sell many products to the same customers. It's much easier to grow revenue by selling additional products to customers who already know and trust you than by constantly finding new customers.
2. Building great products takes 4–7 years. If Palo Alto Networks wanted to expand quickly, it couldn't build every new product from scratch. The solution was to acquire companies that had already spent years developing great products.
Nikesh explains his thinking in this clip. This part is awesome:
Nikesh Arora: If you look at the largest businesses, there's Microsoft's enterprise business or Salesforce, or take the largest businesses, they sell a lot to the same customer.
That was the insight.
I'm like, well, if we’re going to be big at Palo Alto, we've got to find a way of selling a lot to a customer. We only had one thing to sell.
So you go knock on the door, you knock on 20 doors, you spend all the time, and 15 people say, "I'm sorry, I don't need it, I already have it," you're stuck with five.
If you knock on a door, you have a truck behind you saying, "What do you want? Do you want this? You don't want this? You want this? You want this?" It's like, the world's your oyster. What can I get you?
Armed with that insight, I'm like, well, we need to figure out a way that we can find adjacencies to our business, which the customers will trust to buy from us, so that we can keep expanding what we sell to customers, so we can go serve the top 10,000 customers in the world and increase the amount of money you can get for them. You only get that if you earn their trust, you only get that if your shit works, you only get that if it's best in class, because nobody wants to buy the second best product in cybersecurity. It kind of sucks.
So customers want to buy the best which means we’ve got to be the best. Now that's one part of the insight.
The other one of the insight is, which is still true, it takes four to seven years to build a good technology product. It doesn't matter who you are, what you are, where you are.
Whether it's an Uber, it's YouTube, it's Facebook, it's Google search, it took four to seven years, sometimes longer, to build a useful product that the customers found exciting and interesting. That's true in enterprise as well.
So I just joined this company. We don't have a large product pipeline. It's gonna take me four to seven years to build new products. What am I gonna do?
David Senra: Acquire them.
Nikesh Arora: That's right.
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Traditional software companies might be completely out of business in 2-3 years from here.
Full restructuring is needed to remain relevant in this dispensation of everything AI.
I think @hanoverpark has made history as the first time a CFO publicly praised their fund admin 😂
They're finishing one-click migrations in less than a week. No excuses for not switching over at this point.
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The big guys.
Such a feat!
Congratulations team @mercor and @brendanfo
We raised our $750 million Series D at a $20 billion valuation from @benchmark, @generalcatalyst, @nvidia, @salesforce, and @zoom.
@mercor scaled from $1M to $3B in run-rate revenue in 27 months, the fastest in history to $3B.
For 2 years, we've organized human intelligence to build evals and training data for every frontier lab.
The labs are the leading indicator for AI startups, then the Fortune 500.
Our growth has accelerated over the past 6 months as enterprises start evaluating and training their own models. For many, owning their intelligence is existential.
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Sam Bare retweeted
Pro-Founder tip: name the 3 founders you’d call at 11pm. Write down the one trait each has that you lack. Read it before every hard decision.
Marcus Aurelius did this 1,800 years ago.
Your network is a practice, not a contact list.
The right reply could be like; "hey, you know you can't eat your cake and have it" .
I believe people are right to push their energy towards the course that supports them. Withdrawing that immediately thesame course takes a U-turn reeks of ingenuity and lack of strong personality.
A very rare phenomenal with people.
I would be suprised if anyone do otherwise.
I think founders should pay more attention to how VCs behave when they’re passing on an investment.
It’s easy to be supportive when you’re trying to win a deal. How someone treats you when there’s nothing to gain says a lot more.
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Sam Bare retweeted
10 Things I Wish My Board and VCs Had Told Me:
1/ Power laws are real. $1m MRR is when it gets great.
2/ Just go find the VP you need. You can miss a quarter if need be.
3/ Truly beloved products win. Invest more there.
4/ If you need a little more $$$, we will help
5/ It's OK to talk honestly about exit goals. It is OK to sell anytime everyone makes money.
6/ Do not be scared we will block a sale.
7/ If you need a salary raise, just tell us. Stressing about salary after a few million in ARR is dumb.
8/ Play to your strengths. If you aren't great at something, do more of what you are great at.
9/ Sell some shares later. That will help you push on for the next 5-50 years.
10/ You are either a very good or a great CEO
Who would have thought a great investor like Nikesh would have a serious challenge finding a longterm hardworking team?
Wow!
Everyone seems to have their job cut out for them.
That's a good question - firstly it's 3/4 years. I would say 50%, but by then their product vision has been realized or not been executed. In today's market getting a consistent team to work on something for 7-8 years is a blessing. It takes 4-7 years in tech to build a great product, maybe timelines will compress with AI.
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Fantabulous! A useful metric to measure which model is serving the greater good than some big figures in generated revenue.
AI is using more and more of the world’s energy. But how much economic value are we getting from AI?
We’re introducing Joules-to-GDP (J2G), a framework that measures how well AI turns energy into economic value and shows which tasks, models, and hardware give the best return.
Across 44 occupations in finance, engineering, law, administrative work, and more in @OpenAI's GDPval, we arrive at three findings:
1) The tasks with the highest economic value are not the tasks with the highest economic value per joule. For example, CAD design earns ~10% more per task than building websites, but the latter earns ~27% more value per joule.
2) The most powerful model isn’t always the best use of energy. Gemma 4 31B delivers 56% of GLM 5.2’s net value with 23% of the energy, for 2.5x the value per joule.
3) More chips don’t guarantee proportionate returns. Moving the same model from 1 to 8 NVIDIA H100s uses 3.2x the energy but cuts completion time by only 22%, with about the same value.
With @SnorkelAI, we’re also releasing GDPWorks, a benchmark for economically valuable tasks across 36 additional occupations.
Joint work co-led by @amirzeinaalii and @Avanika15, with @Mersad_Abbasi, @Jon_Hartley_, John Hennessy, @HazyResearch, and @Azaliamirh.
More details below 🧵
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