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I think one of the most important jobs of a founder is you have to be able to get customers, you have to be able to hire people, you have to be able to keep scaling the company even when times are hard.

A lot of times that means that you have to be a great storyteller because let's be honest, if you're buying something today, you're not buying something just because of the product in some future, but there is something about that brand that appeals to you.

It's the same thing when we're joining companies is that, yes, maybe at the end it's a job, but the company's culture and the company's vibe really matters.

How charismatic the leader is matters, and so that's very important, and I think something that I found in founders, and it is unfortunately not negotiable, you either have to have yourself or maybe a co-founder who's very good at storytelling, who's very charismatic so that it allows you to hire amazing people.

And part of it is also the mission.

The more ambitious the mission of the company, obviously the more people will get excited about it, and that comes again back to the 10X principle is that a lot of times ideas are ideas, but some ideas are more powerful and more scary than others.

In that board meeting, I said, "Hey, one of the things we should talk about is whether I should be the CEO of MobileIron going forward." And then probably 60 days later, Taichi came back to me and said, "You know, remember that conversation we had in the board meeting? We're gonna take you up on that."

Bob is so gifted, he can compensate for a lot of people, and he was doing a lot himself.

But what was really needed was, uh, to replace some of his executives, and that was a hard decision for him.

There are a lot of things that, uh, Bob, uh, because he's, uh, so talented, can change easily.

So if it's anything related to him personally, he can internalize it and knows how to change.

For example, how you manage someone in the beginning of a company, you have to micromanage every detail as CEO of the company.

And so he's very good at that 'cause he's smart, but at the same time, as the company, uh, grows, then he's good at delegating and, uh, uh, just managing, setting goals and metrics.

Doesn't mean they're always capable of doing it, but it's really fun when you get a chance to see them do that.

And as long as you walked away having learned important lessons that you put into practice to make a difference in the future, I think, uh, failure is a great teacher.

Hi, I'm, uh, Taehee Nam.

I'm co-founder of Storm Ventures.

We're a venture capital firm based in Silicon Valley focused on B2B software companies.

Have invested in over 200, of which 12 have become unicorns.

I've also... was a founding CEO of Airspace that we sold to Cisco for about a half a billion.

So when Airspace first got started, uh, I was just an investor and...

One of the things I'm most proud of is that it was either two or three years later, Cisco sold almost a billion dollars of Airspace equipment to customers.