20VC: The Biggest Indicators Of Success In Founding Teams, How To Balance Both Vision and Operations & Taking Money From “The Man At The Rug Store” with Mar Hershenson, Founding Managing Partner @ Pear.vc

Mar Hershenson is a Founding Managing Partner @ Pear.vc alongside Pejman Nozad. After earning a PhD in Electrical Engineering from Stanford University in 1999, Mar had developed a ground-breaking technique for optimizing the design of analog semiconductors. Having combined a hardware/software focus during her studies, she spent the next 13 years co-founding three startups in the mobile/e-commerce, enterprise software, and semiconductor industries, work that led eventually to her registering 14 separate patents. Mar has been recognized by MIT Technology Review as a Top Innovator Under 35 and named a Champion of Innovation by Fast Company.

 

In Today’s Episode You Will Learn:

1.) How did Mar make her way from professor @ Stanford to startup founder to founding Pear.vc? 2.) Question from Matin @ Heap: How does Mar decide which founders have the highest potential? What are the seeds that suggest huge potential growth on initial screening? 3. Continue reading "20VC: The Biggest Indicators Of Success In Founding Teams, How To Balance Both Vision and Operations & Taking Money From “The Man At The Rug Store” with Mar Hershenson, Founding Managing Partner @ Pear.vc"

Our favorite startups from Alchemist Accelerator batch 15

 Founded as an enterprise alternative to accelerator stalwarts like Y Combinator, Alchemist Accelerator has managed to assemble a solid track record in its five years of operation.  Going into batch 15, 159 companies have graduated from Alchemist, of which 89 have closed institutional rounds and 15 have been acquired. The latest batch of 19 companies surely hopes to push those numbers even higher. Read More

Do Doctors Get Worse as They Get Older?

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A debate has erupted within medicine over how to ensure that physicians maintain their clinical skills throughout their careers. The American Board of Internal Medicine (ABIM) has long required internists to pass Maintenance of Certification exams every 10 years to keep their board-certified status. However, this policy has recently come under scrutiny due to its high burden to doctors and the lack of sound evidence that recertification processes improve doctors’ quality of care. In response, the ABIM announced it would offer a new assessment option starting in January 2018, allowing doctors to be recertified through shorter, but more frequent, assessments. But it’s not clear that this will make much difference. In fact, it raises a couple of important questions: Are assessments even the most effective way to incentivize doctors to keep up with the latest medical knowledge and new technologies? Why don’t we directly measure physicians’ quality of care and
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Merlon Intelligence raises $7.65 million in seed financing to combat money laundering

 Flightcaster, Prismatic and now Merlon Intelligence. Bradford Cross, founder of the venture capital firm Data Collective is a known figure in the ranks of VCs who have caught the entrepreneurship bug, abandoning what could have been a cushy lifestyle for one with considerably more volatility. His third startup, Merlon Intelligence, services banks, helping them cut down on risk and put a… Read More

How Multinationals Can Adapt to a Political Mood That Doesn’t Care for Them at All

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The fall of the Berlin Wall, in 1989, ushered in a new era of globalization. People, capital, goods, and ideas moved around the world with a freedom not seen since the late 19th century. The economic gains for developing countries have been extraordinary. The percentage of the world’s population living in absolute poverty has fallen from 40% in 1980 to 10% today. China and India now have middle classes numbering in the hundreds of millions. Multinational corporations have been instrumental in this process. To reduce costs, they have shifted production to countries with low-paid workers, thereby increasing demand for their labor and increasing their wages. This has spread advanced production techniques and management practices around the world, dramatically improving productivity. And they have sold their products in countries whose citizens were until recently shut off from goods and services of the quality and value familiar to Western consumers. It wasn’t for
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Matters of Narrative

I sit in the meeting, engaged in the conversation but not landing my point. I put my idea out there, but no one latches on and the tangled mess grows and tightens. Just as I start feeling like my calendar needs a checkbox for “endless,” someone else makes a point. And, while I am thinking “I just said that 20 minutes ago” and expecting their voice to get lost in the wind too, it doesn’t. It rises above the dust kicked up by clashing factions, catches the light and draws the full attention of the room. The energy of the debate is channeled into consensus and entropy turns to decisive action. Why does this happen? Didn’t I say the same thing that moved the room forward? Why wasn’t I heard? Are you listening? WTF? There are three parts to consider:
  1. The situation
  2. The audience
  3. Me
Young woman or old man? What’s
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