►
Description
To register to the Faber Web3 Hackathon got to https://faberweb3.devpost.com.
A
A
B
B
Cool,
so
today
we
are
going
to
be
talking
about
how
to
write
a
great
pitch
and
writing
a
great
pitch
is
is
very
much
a
skill.
You
are
going
to
need
across
your
entrepreneurial
journey
and
it
is
something
that
you
will
need
when
you
you
want
to
enter
a
grand
program,
but
also
accelerators
for
and
doing
fundraising,
so
essentially
for
everyone
on
your
team,
be
it
the
developers
or
the
business
facing
roles.
B
There
are
elements
in
this
particular
talk,
I'm
going
to
be
giving
and
that
are
recurring
and
that
are
part
of
the
kind
of
key
skill
set
that
you
will
need
to
develop
and
as
a
founder.
So
with
this,
let's
quickly
do
a
round
of
kind
of
introduction
of
who
I
am
and
why
I
can
speak
with
like
a
little
bit
of
authority
to
this.
So
I
myself
was
involved
with
a
number
of
companies,
and
I
started
out
with
rocket
internet,
which
is
one
of
the
larger
pcs
in
in
europe.
B
B
B
There
are
a
number
of
ways
of
cutting
it,
there's
a
very
famous
methodology
that
cuts
it
into
like
viability,
feasibility
desirability.
I
think
for
this
particular
group,
where
we
have
a
lot
of
first-time
founders,
I'm
going
to
double
click
a
little
bit
deeper
and
like
simplify
it.
A
little
bit
more
so
it
becomes
slightly
more
haptic
and
I
try
to
kind
of
formulate
it
from
a
from
a
entrepreneur's
perspective,
so
not
from
a
vc's
perspective.
B
So
the
key
elements
that
you
will
need
to
run
through
and
I
strongly
suggest
you
do
it
in
this
order.
There
are
other
ways
of
doing
it
and,
as
you
kind
of
improve
on
your
skill
set
of
crafting
narratives,
you
can
play
around
with
these,
but
this
is
a
kind
of
battle
tested
approach.
That
is
very
it's
kind
of
like
a
very,
very
simple
way
of
doing
it
right.
So
you
start
with
the
friction.
B
We
start
with
why
people
in
the
audience
should
even
care
about
what
you're
doing
you
then
move
into
the
solution,
so
you
directly
once
you
have
created
this
urgency
around
why
what
you're
doing
is
important.
You
come
up
with
a
solution
and
there
are
a
couple
of
parts
to
the
solution
that
your
audience
in
particular
dvc's
in
the
rooms
the
investors
would
want
to
hear,
after
that,
your
job
is
to
increase
the
confidence
in
the
audience
that
you
can
execute
against
the
solution,
and
there
are
a
couple
of
parts
to
it.
B
The
first
part
is
to
show
how
you
execute
or
how
we
as
founders,
will
execute
against
the
solution.
Then
how
what
we
build
will
create
value.
This
touches
on
you
know
your
business
case,
your
business
model,
how
you
address
the
different
stakeholders
and
then
the
last
one,
and
often
the
most
important
one-
and
I
know
carlos
is
very
much
kind
of
like
a
fan
and
of
this
is
why
are
you
the
best
team
to
deliver
against
this,
but
I'm
going
to
break
break
out
all
of
these.
B
B
Why
should
people
care
about
what
you're
saying-
and
you
should
be
very
cognizant
of
your
audience-
often
you're,
pitching
to
to
people
like
me,
or
people
like
lucas,
who
are
confronted
with
hundreds
of
pictures
in
on
a
weekly
basis
right,
so
there
there's
a
little
bit
of
a
pessimistic
spin
on
this,
whereby
I
would
say
if
you
don't
catch
our
attention
in
the
first
15
to
30
seconds,
it
is
going
to
be
hard
to
to
to
get
that
attention
back
right.
So
start
strong,
start
from
the
user
perspective
and
start
with
the.
Why?
B
B
It's
like
a
one-two
punch,
yeah,
you
go
in
you
capture
their
attention
and
then
you
you
actually
substantiate
and
make
sure
that
it
doesn't
just
feel
like
an
assumption.
It
feels
like
something
that
is
actually
grounded
in
data
right.
So,
if
you
are
talking
about,
we
should
be,
you
know
we
should
care
about
global
warming.
You
know
you
could
you
could
draft
timelines
right?
You
could
draft
timelines
as
to
why
I
should
care.
B
You
should
tell
me
what
the
reduction
in
carbon
emission
should
be
for
me
to
care
and
for
me
to
believe
that
your
solution
or
your
friction
is
something
and
that
that
I
should
care
about.
Lastly,
drastically
simplify
right,
don't
over
estimate
the
sophistication
of
your
audience
and
what
I
mean
by
that
and
I'm
right
now
in
denver
at
east
denver
and
again
you
know.
B
But
what
you
really
want
to
do
is
you
want
to
bring
the
message
across
as
to
why
I
should
care
so
simplify
as
much
as
possible
and
test
run
the
simplification
with
people?
You
know
in
your
in
your
immediate
circle
that
might
not
be
as
technical
as
you
if
you
can
explain
it
in
simple
words
to
your
to
your
grandma
or
you
know
someone
from
from
from
your
college
and
then
you
are
on
the
right
path
so
so
much
about.
B
This
is
interesting,
especially
for
for
engineers
who
are
drawn
to
interesting
problems.
This
might
be
a
temptation,
but
I
would
warn
you
not
to
to
fall
for
that.
Right,
don't
build
something
just
because
it's
possible
build
something,
because
there
is
a
real
friction
and
that
friction
should
have
a
number
of
of
qualities
and
characteristics
right,
one.
It
should
be
real.
So
I
spoke
to
this
just
now
like
provide
the
data
and
secondly,
it
should
be
sizeable
right.
B
B
Tell
me
tell
me
how
many
people
these
are
right
and
then
show
me
that
this
friction
that
they're
experiencing
hey
it's
difficult
to
call
a
car
from
downtown
san
francisco
to
uptown.
San
francisco
show
me
that
this
this
friction
is
recurring
right.
It
shouldn't
be
a
one-off
friction,
maybe
just
related
to
this
specific
unicorn
moment
of
covid.
No,
I
want
this
friction
to
be
recurring
in
the
next
five
ten
twenty
years,
depending
on
you
know
the
the
longevity
of
my
fund.
A
B
All
right,
so,
let's,
let's
take
a
step
back
and
see
where
we
are
right
now:
okay,
so
you
have
just
entered
the
you've.
Just
entered
the
room,
you
have
delivered
a
killer
delivery
around
your
friction.
Carlos's
eyes
are
now
bulging,
he
totally
gets
and
why
you're
you're
doing
what
you're
doing
and
the
the
friction
is
real
and
you
have
the
audience
on
your
side
and-
and
we
are
kind
of
now
on
this
common
journey
of
of
addressing
this
friction
now
you
need
to
deliver
a
solution
that
that
I
could
grouping.
B
B
From
a
few
winning
pitches,
okay,
so
and
let's,
let's
take
a
web
3
example,
there's
one
company
that
I
personally
really
love
and
they're
they're
called
heat
and
and
basically
what's
what
they
are
doing,
is
their
nft
play
and
they
are
associated
with
friends
with
benefits
and
the
the
metaverse
group
within
friends
with
benefits
and
what
they
are
doing
is
they
are
building
in
an
expression
layer
across
metaverses
right.
So
so
what
they
are
doing
is
they
are
these
like
separate,
metaverse
platforms?
B
And
you
know
you
have
mvr
chats
you
have.
You
know
you
have
functional
land,
you
have
sandbox
and,
and
what
they're
doing
is
they
are
making
it
possible
that
you
can
have
an
emotion
capture
yeah,
like
maybe
a
dance
or
a
certain
expression
right
or
a
particular
thing
right
in
a
particular
mode
that
you
can
take
from
one
metaverse
experience
to
another
metaphors
experience
right
and
and
the
way
they
kind
of
substantiated
that
the
friction
is
real.
B
Is
they
ran
a
couple
of
surveys
within
you
know
the
as
an
example,
the
broad
idea
club
community,
but
also
a
community
that
I'm
a
part
of
which
is
called
cool,
suite
and,
and
they
substantiated
that
hey,
we
would
actually
like,
would
like
metaverse
agnostic
expressions
that
we
could
bring
into
these
metaphors
experiences
to
kind
of
identify
or
or
and
show
each
other,
our
common
identity
as
parts
of
this
board
at
yard,
club
or
friends
with
benefits
community
right.
So
so
so
that
would
be
a
fraction
friction.
So
the
friction
would
be.
B
I
am
friction
I,
as
a
matter
of
user
and
currently
not
able
to
take
the
emotes
from
from
one
metaphors
experience
into
another
metaphors
experience.
This
is
a
recurring
friction
that
I'm
experiencing.
You
know
that
I'm
experiencing
every
day
and
it's
it's
something
that
that
lives
across
metaverse
experiences.
So
does
that
kind
of
answer
that
particular
question?
B
B
B
Cool
so
yeah
feel
free
to
also
ask
the
questions
later
and
I'll
now,
move
forward
to
the
solution,
so
so
again
and
carlos's
eyes
are
glowing,
and
now
we
we
move
into
the
solution
stage
and-
and
we
are
now
kind
of
like
shifting
gears
from
talking
about
the
macro
into
the
micro
right.
So
now
you
are
starting
to
talk
about
your
particular
business
right
and
your
business
features
a
number
number
of
pieces.
B
It
features
a
product
it
it
features,
kind
of
like
a
go
to
market
and
a
strategy
and
and
and
and
a
team
right,
that's
associated
with
it.
However,
before
you
go
into
the
nitty
gritty
but
make
sure
that
you
are
laying
out
two
particular
pieces
and
make
sure
they
stick
right,
the
one
thing
that
you
want
to
do
is
you
want
to
to
lay
out
the
vision
of
where
you
want
to
go.
Why
is
this
important?
B
A
number
of
the
companies
will
fail.
You
will
want
at
least
one
blockbuster
in
your
fund
and
that
blockbuster
division
of
this
blockbuster
should
be
big
enough
to
return
the
entire
fund
yeah.
So
as
an
example
put
an
example
down
here,
you
probably
recognize
what
company
this
is
associated
with,
but
the
vision
here
would
have
been
to
become
the
largest
largest
e-commerce
platform
on
the
planet
right,
so
so
that
is
that
that
is
a
mission
here.
However,
the
mission
is
very
far
away
and
it's
it's
helpful
to
talk
about
it.
B
It's
helpful
to
like
instill
that
in
the
mind
of
the
investor,
however,
you
also
need
to
talk
about
about
your
mission
right
like
what
is
it
that
you
that
you
do
to
wake
up
every
day,
you
as
a
team
right
an
example
of
again
amazon.
The
kind
of
the
matching
mission
to
the
vision
is
to
provide
seamless,
direct
to
consumer
experiences
right
on
a
daily
basis.
You
cannot
focus
on
becoming
the
largest
e-commerce
platform
on
the
planet.
B
You
know
that
you
heard
here
quite
a
lot.
It's
like
empower
artists
to
to
be
able,
you
know
to
to
own
the
value
that
they
are
generating
right,
like
a
lot
of
nft.
Marketplaces
are
positioning
themselves
in
that
way,
so
that's
their
mission
cool.
So
so
that's
kind
of
like
how
you
start
speaking
about
your
solution.
B
B
So
when
I
say
initial
product
roadmap,
I
am
not
referring
to
you
know
the
you
know
the
piece
that
an
application
like
jarrah
or
monday-
or
you
know
any
of
these
productivity
and
agile
tools-
will
will
generate
for
you
right.
They
produce
these
like
very
detailed
sprint
based
product
roadmaps
that
that
have
a
really
really
high
grain
of
detail.
No,
this
is
not
what
I'm
talking
about
when
I'm
talking
about
an
initial
product
roadmap.
B
Yeah
and-
and
this
is
a
this-
is
a
very
important
piece.
This
is
where
you
demonstrate
to
your
audience
that
you
have
a
plan
and
what
you
are
trying
to
do
is
you
are
trying
to
from
a
product
perspective
and
from
what
you
are
building
that
you
have
a
plan
on
how
to
get
from
from
a
to
z,
while
going
a
b
c
d
and
these
individual
steps,
these
individual
kind
of
bite-sized
pieces
today
to
three
months
three
months
to
one
year,
should
be
digestible
and
they
should
be
believable.
B
So
I
think
what
could
be
helpful
is
me,
after
this
talk,
maybe
sanitizing
a
couple
of
road
maps
like
initial
product
road
maps
that
that
I've
seen
and
providing
you
like
a
little
bit
of
an
idea
of
what
I'm
going
for
and
because
I
don't
want
you
to
to,
and
I'm
laying
this
out.
You
provide
unrealistic
detail,
and
I
think
this
is
something
that
you
should
definitely
stay
away
from
right.
Like
you,
people
get
very
skeptical.
B
B
So
once
you
have
done
that
initial
product
roadmap,
that
is
product
right,
you
also
want
to
double
click
on
how
you
activate
this.
How
you
go
to
market
right,
like
how
you
bring
this
product,
that
you're
building
left
side
to
the
market
and
to
the
user
right
and
this
go
to
market
is-
is
more
of
an
is
more
it's
more
art
than
it
is
a
craft
right.
So
this
this
touches
on
your
execution
ability
this
touches
on
often
how
experienced
you
are.
B
B
Let's
talk
about
heat
dao
again,
I
think
this.
You
know
the
product.
I
was
just
talking
about
with
the
emotes
across
metaverses
what
what
we
were
facing
in
kind
of
like
a
board
meeting
yesterday
was
we.
We
were
talking
about
a
number
of
avenues
for
go
to
market
there's.
There
are
a
number
of
ways
we
could
go
to
market,
we
can
do.
B
So
these
are
kind
of
like
the
avenues
that
you
have
and
the
conversations
that
you
have
internally
and
often
it
helps
to
kind
of
outline
the
individual
choices
that
you
have
in
like
activating
what
you
want
to
do
and
then
showing
why
you
chose
for
one
or
two
or
all
of
them,
or
maybe
you
know
first,
this
one
then
a
tiered
approach.
Then
you
switch
into
this
one
and
then
once
this
is
built
on
a
product
roadmap,
you're
switching
into
number
three
right.
B
B
Yeah,
absolutely
so,
and
so
maybe
maybe
to
the
latter.
One
right
like
so
a
geographic
rollout
can
can
make
a
lot
of
sense.
You
know,
and
in
particular
you
know,
given
that
you
know
some
teams
will
have
idiosyncrasies
as
an
example.
You
might
have
an
offering
that
is
already
quite
established
in
the
united
states
and
then
you
so
you
kind
of
have
have
an
offering
that
is
de-risked
on
the
business
model,
piece
right,
so
you're
looking
into
the
united
states,
there's
something
that
in
the
english
market
is
already
very
established.
B
And
now
you
are
a
spanish
speaker
or
you
are
a
chinese
speaker
and
you're
like
hey.
I
can
take
this
from
a
business
model
perspective
and
I
can
culturally
craft
this
to
my
particular
culture,
the
culture
that
I
know
the
language
room
and
the
echo
chambers
that
I
know
the
daos
etc,
and
that
I
know
in
china
or
let's
say
in
brazil
and
and
then
go
to
market
there
right
and
and
and
this
is
something
that
you
know
we
at
rocket
internet
as
an
example
have
done
to
to
to
huge
success
right.
B
We
have
built
many
many
billion
dollar
companies.
You
know
basically
doing
a
geographic
kind
of
arbitrage
play
so
so
that
that
absolutely
you
know,
makes
a
lot
of
sense,
so
the
classic
pieces
just
to
take
like
a
step
back
and
think
about
approaches.
Like
often
you
see
a
geographical
market
where
people
are
saying
hey,
we
start
you
know
on
the
east
coast
and
then
we
move
into
into
the
west
coast
and
so
on
and
so
forth,
and
another
approach
would
be
to
tackle
different
verticals.
B
B
Yeah
yeah
absolutely
yeah,
absolutely
mention
it.
I
think
you
know
as
as
first-time
founders
in
particular,
and
it
is
a
great
kind
of
rite
of
passage
and
it
it.
It
makes
a
lot
of
sense
for
you
to
communicate
that
you
were
part
of
of
of
an
accelerator
and
like
feel
free
to
put
like
protocol
labs
and
the
favorite
name.
B
B
Cool,
so
the
next
piece
is
no
two
steps
back
so
so
now,
you've
shown
how
you
want
to
execute
on
the
product
side
and
on
the
business
side
with
go
to
market
and
your
product
roadmap.
Now
the
next
piece
that
you
know,
founders,
often
neglect
and-
and
I
find
this
very
surprising-
is
how
what
like?
What
is
your
business
model?
B
How
will
whatever
you
are
going
to
do,
provide
value
right,
and
I
do
understand
that
there
might
be
you
know
there
might
be
elements
in
this
audience
that
are
that
don't
have
a
direct
profit
motive,
so
you
might
be
building
in
the
impact
space,
so
your
kpis
might
be
different,
but
you
still
want
to
provide
value
and
how
you
provide
value.
The
value
story
is
something
that
you
need
to
be
able
to
communicate
clearly
and
the
the
way
of
doing
this.
B
To
me
the
best
way
of
doing
this,
I'm
a
visual
thinker,
and
but
I
can
assure
you
that
that
you
know
many
of
my
peers
will
agree,
is
boxes
and
arrows
go
for
boxes
of
arrows
and,
and
you
want
to
do
two
pieces
here-
yeah
you
you
want
to
address
two
key
questions
number
one.
Is
your
business
will
touch
on
a
number
of
stakeholders
right?
So
let's
say
to
make
it
simple.
B
Maybe
maybe
I
provide
a
hard
a
hard
example-
a
web
3
example
and
a
simple
web
to
example.
Let's
start
with
a
simple
web,
for
example,
uber
right
there
are
stakeholders
in
the
uber
ecosystem.
They
are
drivers,
they
are
people
that
are
hailing
rights.
There
are
operators,
they
are.
You
know
they
are
these.
You
know
the
operators
that
that
that
are
basically
kind
of
like
a
b2b
function
that
that
manage
multiple
drivers
right.
B
When
you
come
into
these
conversations,
you
should
clearly
have
figured
out
what
is
in
it
for
these
individual
stakeholders.
You
should
be
able,
if
I,
if
I
press
you,
so
we
go
to
the
q
a
now
you're
sitting,
you're
standing
there
presenting
and
I'm
asking
you.
Why
should
I
as
an
uber
driver,
participate
in
that
right?
Your
answer
answer
should
be
I'll,
make
it
easy
for
you.
I
make
the
process
of
getting
riders
easy
for
you
and
what
is
in
it
for
you,
money
right.
What's
in
it
for
uber!
B
Well,
uber
takes
a
cut
right
like
so
so
these
questions
like
it,
that's
basically
a
table
find
out
who
the
stakeholders
are
in
the
process.
Do
your
research
and
make
sure
you
have
a
strong
answer
as
to
what
is
in
it
for
them
just
assume
that
every
stakeholder
in
this
particular
kind
of
mechanism
is
going
to
be
extremely
rational
right
and
they
might
not
be
rational.
B
You
know
later
on,
or
you
will
find
out
that
they
might
be
slightly.
You
know
differently,
incentivized,
particularly
when
other
right
right-handing
companies
like
lyft,
come
in
and
there's
competition,
but
you
should
have
nails
the
basics
yeah
and
it's
very
similar
in
in
web
three,
where
three
is
kind
of
like
at
least
to
me,
it's
kind
of
like
the
master
class
of
incentive
design
right.
You
need
to
create
like
foundationally
bitcoin,
but
also
you
know
the
falcon
economy
ethereum
they
are.
B
They
are
systems
that
have
mastered
how
incentives
are
distributed
across
different
stakeholders.
You
know
the
validators
or
the
the
miners,
the
people
that
are
participating
and
submitting
their
submissions
and
even
the
retrieval
miners
in
in
the
file
financial
system,
and
you
know
the
people
that
are
that
are
participating
in
d5
and
storage
providers
and
so
on
and
so
forth.
Right
like
what
juan
and
their
team
have
built
in
essence
is
a
working
incentive
mechanism
that
in
itself
satisfies
the
you
know
the
needs
of
the
individual
stakeholders
cool.
B
So
once
you
have
kind
of
sold
for
the
stakeholder
mapping
and
solved
what
is
in
it
for
me
for
every
stakeholder,
you
also
want
to
just
provide
a
really
really
simple
flowchart
of
how
it
works
right.
Don't
assume
that
at
this
point
we
in
the
audience
have
got
it
right
like
make
it
extremely
easy
for
us
to
get
it
right,
so,
as
in
airbnb,
you
can
go
to
a
website
on
the
website.
You
can
filter
for
a
home,
no,
no,
no
and
so
on
and
so
forth.
B
I
can't
stress
this
thing
up,
and
I'm
always
surprised
when
I
get
a
presentation
that
doesn't
feature
this.
I
hope
I
landed
this
right
now,
but
this
flowchart
and
I
very
much
like
to
see
in
particular
you
know
you
have
to
assume
that
the
person
you
are
speaking
with
from
a
from
a
vc
perspective,
the
people
in
the
room
are
not
the
ultimate
audience.
Often
you
know
they
will
take
your
pitch
away,
they'll
take
it
and
they
go
to
someone
else
and
then
they
will
have
to
relay.
B
B
B
I
think
the
product
roadmap
is
slightly
unrealistic
and
the
budgets
are
not
quite
right
and
they
go
to
market
is
not,
which
I
would
start
in
west
coast
and
not
on
the
east
coast,
or
I
would
build
it
on
polygon
and
not
ethereum
or
whatnot
right.
The
team
slides
can
can
flip
it.
The
team
slide
can
make
sure
that
what
is
a
decision
on
defense
becomes,
you
know
a
buy-in
or
a
buyout.
B
Don't
underestimate
the
power
of
you
know,
introducing
your
team,
because
vcs
know,
investors
know
and
protocols
know
that
it
will
come
different
and
there
will
be
pivots
and
iterations
to
your
to
your
product.
The
question
is:
do
you
have
the
right
team
to
deal
with
the
uncertainty
that
comes
with
it?
Do
you
have
the
right
experience
there
are
there?
Are
there
experienced
founders
right?
B
Do
you
have
the
exact
skill
sets
that
are
needed
and
the
way
we
kind
of
think
about
it
is
like
this,
and-
and
this
is
this-
is
what
I
would
like
you
to
take
away,
not
as
much
the
individual
kind
of
pieces
of
the
venn
diagram,
but
the
idea
of
of
your
audience.
Thinking
about
you
like
a
venn
diagram
that
has
to
cover
a
certain
problem
space.
B
What
do
I
mean
by
that
right
when
we
look
at
the
team
and
you
have
instilled
within
us
a
vision
of
what
you
want
to
build
and
how
you
want
to
do
it?
We
are
now
matching
this
to
the
skills
that
we
are
seeing
in
this
room.
You
have
given
us
a
plan.
You
have
given
us
a
fight
that
we,
you
know
a
journey
that
we
can
like
depart
on
together.
Now,
I'm
looking
at
you
and
I'm
like.
Do
I
pick
you
as
the
team?
B
I
want
to
go
on
this
journey
with
right
and
there
are
a
number
of
things
I
obviously
want
to
have
covered
right.
If
you
talk
to
me
about
hey,
you
know,
I
want
to
build
this
dow,
tooling,
stack
that
you
know
integrates
with.
I
don't
know,
50
applications
within
three
months
and
yeah
and
we
have
the
best
engineering
team.
I
want
to
see
this
reflected.
I
want
to
see
this
reflected
on
your
team
slide.
I
want
to
see
that
you
have
shipped
in
the
past.
B
I
want
to
see
the
velocities,
the
teams,
the
people
that
you
have
built
alongside
with,
and
I
want
to
see
that
this
engineering
activity
is
somehow
managed
on
the
product
side.
So,
ideally,
I'm
seeing
a
strong
product
manager
that
can
point
to
a
portfolio
of
product
that
he
or
she
has
built,
and
so
so
so
I
will
have
the
confidence
that
I
can
trust.
B
You
know
that
that
that
I
can
trust
that
you
will
ship
right
and
then
obviously
there
will
always
need
to
be
someone
who
handles
the
business
piece
from
you
know
recruiting
to
you
know
having
an
office
that
is
still
needed
to
payroll.
To
fundraising
and
all
of
this
you
know
you,
you
want
to
have
coverage
so
the
way
we
think
about
it
here
is
really
you
know
there
will
be.
There
will
always
be
spikes
in
teams
right.
Some
teams
are
extremely
technical
and
they're
missing
a
bit
of
the
business
knowledge.
B
So
use
this
team
slide
to
really
show.
Where
have
you
been
in
the
past?
How
have
the
experiences
that
you
had
in
the
past
shaped
you
to
be
able
to
deliver
on?
I
don't
know
the
product
or
business
side.
Why
are
you
the
right
designer
and
to
do
this,
so
you
know,
put
put
all
the
logos
on
there
and
tell
your
story,
and
you
know
shield
your
team
and
also
show
your
team
of
advisors
when
you're
video
early
stage.
A
B
Yeah,
I
mean
okay,
so
so
that
is,
that's
actually
a
fascinating,
fascinating
piece.
I
think,
within
the
vc
community
there
was
a
huge
stigma
around
solo
founders
a
couple
years
ago.
I
think
this
has
changed.
I
think
I
think
this
really
has
changed
and
in
the
web3
world
we
have
seen
a
number
of
of
really
successful
solo
founders
and-
and
I
think
what
you
want
to
do
from
a
pitch
perspective,
is
you
want
to
at
least
stop?
So
you
want
to
show
that
you
can
build
a
team
around
you
right.
B
So
solo
founders
does
not
mean
solo
builder
right,
so
founder
is
somewhat
of
a
technical
term.
Right,
like
you're,
saying,
okay,
I
have
taken
an
outside
risk
outside
risk,
so
I
am
someone
who
is
entitled
to
a
certain
share
of
equity.
Hence
I'm
calling
myself
a
founder
and
everyone
else
who
comes
after
me
is
basically
l1
part
of
the
management
team
or
early
employee
or
whatnot,
and
what
you
want
to
show
is:
what
is
your
roots
to
coverage
right
like?
Do
you
have
a
strong
product
manager
in
mind
right?
B
You
can
so
so
on
the
team
slide.
The
team
slide
is
not
necessarily
just
limited
to
the
founding
team.
Talk
about
the
third
parties
that
that
you
are
employing
to
help
you
with
building
right.
If
any
right,
like,
maybe
you
have
a
design
agency,
maybe
you
have,
I
don't
know,
but
show
how
you
cover
what
needs
to
be
done.
I
don't
advise
against
being
a
solo
founder.
I
guess
I
advise
against
going
all
the
way
to
your
vision,
state
alone.
B
I
think
I
think
personally,
that's
not
as
much
fun.
I
I
personally
very
much
think,
and
you
can
see
it
on
my
twitter
profile,
that
building
software
with
friends
is
one
of
the
coolest
things
that
you
can
do
like
get
great
people
involved.
You
don't
know
what
you
don't
know.
People
like
your
team
will
teach
you
stuff
not
just
on
on
a
business
level,
but
also
on
a
personal
level
and
so
so
craft.
B
The
story
of
you
know
how
you
will
hire
people
where
you
will
hire
people
and
and
how
you
will
kind
of
complement
the
team.
I
I
don't
think
there's
any
one
person
that
that
really,
you
know
has
that
type
of
personality
where
they
are
stellar
engineer,
also
product,
also
business
and
has
more
than
24
hours
in
the
day
to
deliver
against.
All
of
that,
that's
just
a
recipe
for
burnout.
A
I
I
would
just
I
agree
with
that.
I
would
just
add
to
that
that
by
default
I
tend
not
to
invest
in
solar
founders
because
of
some
of
the
things
that
you
mentioned,
but
also
it's
it's
a
building,
a
startup
is
a
marathon
and
having
the
people
around
you
that
you
can
talk
to
openly
and
will
support
you
during
that
marathon
and
pick
you
up
when
you
fall
down.
That's
really
important,
it's
not
just
the
the
skill
sets
and
it's
just
the
time.
It's
also
the
support.
A
There
are
exceptions,
and
there
are
some
amazing
solo
founders,
but
I
would
I
would
I
would
surround
myself
with
people
that
I
that
I
trust
and
I
love
to
work
with.
We
have
another
question
so
in
web
3,
the
most
notable
products
projects
do
not
seem
to
have
a
business
team.
How
do
you
convince
the
audience
that
eventually,
the
engineers
with
the
community
will,
with
the
community
will
figure
out
the
business
part
and
the
follow-up
question
to
that
is
what
was
bitcoin's
business
thing.
B
Yeah,
that
is
that
that
is
very
interesting,
so
I
I
don't
know
about
the
internals
of
the
bitcoin
business
team.
I
think
bitcoin
is
oh.
I
can
geek
out
about
this.
You
know
forever,
but
bitcoin
is
a
very
kind
of
particular
case
like
you
can
look
at
it
as
a
as
as
a
case
study
as
like
the
archetype
of
you.
B
You
know
the
the
store
of
value
blockchain
and
I
personally
meddle
more
in
you
know
the
depth
space
and
the
depth
space
nearly
always
has
some
sort
of
at
least
strategic
partnership
or
an
user
acquisition
component.
That,
ideally,
you
know
you
outsource
to
outsource
to
a
business
function.
You
can
like
don't
get
me
wrong.
You
can
do
it
yourself,
like
just
like
carl
said
you
can
do
it
yourself,
but
you
have
to
appreciate
you
know
using
carlos's
words
that
you
have
to
do
it
yourself
forever
right,
because
we
are
building
these
protocols.
B
These,
like
slot
machines,
to
be
around
for
a
really
really
long
time,
and
I
I
don't
think
you're
necessarily
setting
yourself
up
and
success.
However,
there's
also
a
different
story
whereby
you
know
you
are
the
creator.
You're,
an
engineer
you're
a
developer,
you
are
creating,
you
know
in
in
offering,
and
you
are
starting
to
you
know,
to
to
build
out
your
your
engineering
team
and
naturally,
what
you
often
see
is
that
you
know
the
founder
that
has
been
initially
been
coding
a
lot
and
and
been
developing
a
lot.
B
Then
more
and
more
takes
on
managerial
roles
and
kind
of
slowly
graduates
into
a
more
management
business
type
role
just
because
he
or
she
ultimately
becomes
more
and
more
of
a
decision
maker
and
less
and
less
of
an
individual
contributor.
And
how
do
you
instill
trust
that
this
person
can
grow
into
this?
B
I
think
the
the
best
thing
is
past
experience,
and
so,
if
we
see
that
you
know
you
have
started
out
as
like
a
stellar
senior
engineer
or
just
an
engineer,
graduated
towards
style
engineer
became
a
product
manager
or
even
like
an
engineering
manager
head
of
engineering
type.
Obviously
we
you
know
at
a
great
shop,
let's
say
you've
been
at
apple,
google
or
wherever
and
obviously
or
a
balancer
maker
or
whatever.
B
Obviously
this
instills
a
lot
of
confidence
in
us
that
you
know,
while,
as
you
are
right
now,
a
school
of
founder
and
you
are-
you
have
kind
of
not
regressed
but
you're
back
now
on
the
individual
contributor
level,
you
can,
then
you
know,
grow
back
into
this
kind
of
managerial
business
role,
but
still
you
know
like
even
interacting
with
us
as
investors.
Right
like
we
want
stakeholder
management
right.
We
want
you
to
own
your
cap
table.
These
are
kind
of
businessy
type
functions
and
the
question
is:
do
you
do
you
want
to
like?
B
Do
you
want
to
assume
this
opportunity
cost
right?
Do
you
is
that?
Do
you
get
the
best
return
of
investment,
always
swapping?
You
know
mentally
between
writing
excellent
code.
Here
then
doing
a
bit
of
stakeholder
management,
then
doing
a
bit
of
like
payroll
issues
and
like
dealing
with
lawyers
and
jurisdiction.
Do
you
want
that
right,
and
I
think
you
know
nobody
in
this
room
can
build
a
pencil.
Nobody
can.
Nobody
here
can
build
a
pencil
and
a
pencil
is
is,
is
the
sum
of
coordinated
efforts
of
of
people?