A Quote by Aileen Lee

I think it's embarrassing for our industry that we have such low diversity across senior-level management at all of the mainstream, top-tier venture capital firms.
There are not many people from top-tier venture capital firms who are focused on the seed stage.
I've been a customer of the top venture capital firms, so I know exactly what they do and don't do.
I think overall, from a deputy, from an undersecretary standpoint, the goal of a good leader is to get diversity across there. Geographical diversity is important. Industry diversity is important: you can't have all corn growers... Not only that, you've got gender diversity, you've got racial diversity.
It is clear as you look at the team why Data Point Capital has so quickly become one of the premier venture capital firms. I look forward to adding to the firm's very bright future.
Many of the best firms historically in venture capital have been multi-sector.
There's almost too much venture capital in India - there are issues with seed capital, but for venture capital, there's a lot money chasing deals here.
The truth is that the greatest innovations in health-care delivery haven't come from federally contrived oligopolies or enormous hospital chains. Novel concepts - whether practice-management companies, home health care or the first for-profit HMO - almost always have come from entrepreneurial firms, often backed by venture capital.
Harvard and Yale concentrated with venture capitalists that got the best calls and brainpower. Very few firms made most of the money, and they made it in just a few periods. Everyone else returned between mediocre and lousy. When returns happened, envy rippled through institutional money management. The amount invested in venture capital went up 10 times post-1999. That later money was lost very quickly. It will happen again. I don't know anyone who successfully resists this stuff. It becomes a new orthodoxy.
CEOs are also chief capital allocators. This is a point Warren Buffett has repeatedly made: that the role management plays in allocating capital across businesses and boosting returns on that capital is a critical yet poorly recognized one.
We welcome the interest from PE firms, as we see it as a sign of our progress, and my position is that we should always open the doors to those who want to bring capital to our industry.
I'm amazed by the potential of more companies employing integrated philanthropic initiatives at earlier stages in their life cycle. What if this were done on an even more massive scale? Consider what would happen if a top-tier venture-capital firm required the companies in which it invested to place 1% of their equity into a foundation serving the communities in which they do business.
Access to capital is important for all firms, but it's particularly vital for startups and young firms, which often lack a sufficient stream of earnings to increase employment and internally finance capital spending.
With the athletes, there's a lot of diversity. But when you look at the management, coaching and the boards, there's not that much diversity there. I think it's diversity within those roles that's needed.
Venture capitalists Justin Caldbeck of Binary Capital, Steve Jurvetson of DFJ, and Dave McClure of 500 Startups all left their firms following accusations of misconduct.
Where micro-finance focuses on small loans to individual, low-income women, think of Acumen Fund more like a venture capital fund.
Venture-capital firms invest in trends by projecting returns. But most projections are pretty much bogus, and research shows that experts are no better at predicting the future than dart-throwing monkeys.
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