Yes, I’m with you on this. The investors who stay close early tend to matter most when things wobble, not just when numbers look tidy. There’s solid evidence behind it too. An Endeavor Insight study found that founders with active mentors were over seven times more likely to raise follow-on funding. Proximity builds judgement, not just confidence, and that shows up long before traction slides ever do. It also explains why some partnerships last well past the first pivot.
Do you think this kind of involvement can scale, or is it only possible with a very small number of founders at a time?
Thanks for the note, Melanie. That's a good question. YC actually showed us it can scale. Just differently than traditional funds. They created the right conditions for founders to become more resourceful and be heard, seen. Matt does this one-on-one. YC systematized it. Both do work, different models.
What Matt does is rare because it is deep, personal, selective. YC proves the principle scales if you build the right people and systems around it. Does that click with how you see it?
And I didn’t regret. I feel that the lesson here also apply in corporate life. When you select your team you’d better know with whom you are embarking in a journey that can be tough. Probably not startup - tough but still no walk in the park
Yes! This applies wherever people breathe, work and try to build something meaningful. Far beyond startups. That’s why Matthew’s approach is timeless and universally applicable. Thanks so much, Jean-Paul!
In general, I'm not fully aware of the world of investing, but your article contains a truth that we can apply to the corporate world: "Most investors can’t afford that kind of patience." This really resonates with how our working relationships affect the outcome.
The last years, I try to create the right environment for my team, and I like having one-on-one meetings with them, even though I know it's not necessarily. But it works!
People do business with people they trust. People do their best work when they feel seen. I’ve always done 1:1s... even with folks outside my direct org. You learn more in those conversations than from any requirements doc or six-pager.
Totally with you on this. Because the only way to leverage the talent to build the right thing is to understand how people think before imposing expectations. To me, what matters less is the exact how and more whether we achieved something meaningful.
Yes, I’m with you on this. The investors who stay close early tend to matter most when things wobble, not just when numbers look tidy. There’s solid evidence behind it too. An Endeavor Insight study found that founders with active mentors were over seven times more likely to raise follow-on funding. Proximity builds judgement, not just confidence, and that shows up long before traction slides ever do. It also explains why some partnerships last well past the first pivot.
Do you think this kind of involvement can scale, or is it only possible with a very small number of founders at a time?
Thanks for the note, Melanie. That's a good question. YC actually showed us it can scale. Just differently than traditional funds. They created the right conditions for founders to become more resourceful and be heard, seen. Matt does this one-on-one. YC systematized it. Both do work, different models.
What Matt does is rare because it is deep, personal, selective. YC proves the principle scales if you build the right people and systems around it. Does that click with how you see it?
Best article I've read this week! Thanks for sharing. Brilliant 🤓
Thanks so much, Chris!! Coming from you, that carries weight. You two would have a great conversation.
What a great story + fresh practical insights! It’s wonderful to learn a little more about Matthew Sutton.
Thanks so much, Eric! Matthew is stellar. And it was great to have you in the room during that conversation.
the title made me subscribe. Now let’s read :)
And I didn’t regret. I feel that the lesson here also apply in corporate life. When you select your team you’d better know with whom you are embarking in a journey that can be tough. Probably not startup - tough but still no walk in the park
Yes! This applies wherever people breathe, work and try to build something meaningful. Far beyond startups. That’s why Matthew’s approach is timeless and universally applicable. Thanks so much, Jean-Paul!
haha:) Loved your thinking out loud!
Involvement only matters when it changes decisions. Otherwise it’s activity, not leverage. Thanks for sharing.
Yes, that builds nicely on the conversation. Motion isn’t equal to momentum. Thanks Mandhir!
This analysis is so great, Nihal!
Thanks so much, Elena! What is your highlight? Curious:)
In general, I'm not fully aware of the world of investing, but your article contains a truth that we can apply to the corporate world: "Most investors can’t afford that kind of patience." This really resonates with how our working relationships affect the outcome.
The last years, I try to create the right environment for my team, and I like having one-on-one meetings with them, even though I know it's not necessarily. But it works!
In the end, everything is a people business.
People do business with people they trust. People do their best work when they feel seen. I’ve always done 1:1s... even with folks outside my direct org. You learn more in those conversations than from any requirements doc or six-pager.
Totally with you on this. Because the only way to leverage the talent to build the right thing is to understand how people think before imposing expectations. To me, what matters less is the exact how and more whether we achieved something meaningful.