Learn. Share. Evolve…

0:00:05 This is not saying that every startup should be an AI startup or whatever, but there is this incredible new tool that can be used.
0:00:10 And it’s just sort of general fact that big companies, big incumbents have a very hard time reacting to these platform changes.
0:00:12 Sometimes they pull it off, but a lot of times they really struggle.
0:00:17 And so it’s sort of the best possible opportunity for a startup going up against an incumbent is when there’s this kind of shift happening.
0:00:21 What if right now is the best time in decades to start a company?
0:00:28 In this episode taken from Speedrun, a three-month accelerator powered by A16Z designed to help founders move fast,
0:00:35 Marc Andreessen joins Games’ general partner, Jonathan Lai, to make the case that we’re entering a once-in-a-generation window for builders.
0:00:38 From the explosive rise of AI to shifting global policies,
0:00:43 Marc breaks down why the next four years presents a rare and urgent opportunity for founders
0:00:47 and what separates the entrepreneurs who seize the moment from those who miss it.
0:00:48 Let’s get into it.
0:00:55 As a reminder, the content here is for informational purposes only.
0:01:00 Should not be taken as legal, business, tax, or investment advice, or be used to evaluate any investment or security,
0:01:05 and is not directed at any investors or potential investors in any A16Z fund.
0:01:10 Please note that A16Z and its affiliates may also maintain investments in the companies discussed in this podcast.
0:01:17 For more details, including a link to our investments, please see A16Z.com forward slash disclosures.
0:01:29 How much do you think disagreeability or just the ability to sort of fight and sort of disagree publicly is a necessary trait for founders,
0:01:30 as exemplified by Steve Jobs?
0:01:33 Yeah, so start with Steve, who I knew.
0:01:36 So Steve is one of the most disagreeable people in the history of humankind.
0:01:40 You know, Steve would disagree with you over the shape of the glass on the table in front of you.
0:01:41 Like, he was going to argue about everything.
0:01:46 So it’s where a lot of the genius came from, which is he was just not going to take the status quo for granted under any circumstances.
0:01:50 Elon uses the term first principles thinking, and Steve had a lot of that as well.
0:01:51 So there’s a lot of genius in there.
0:01:54 But if you read the books on Steve or you hear the stories,
0:01:56 there’s basically two stories about Steve you hear.
0:01:59 One is that he was a saint and he was perfect in all regards, which is somewhat true.
0:02:03 But the other story that you hear is basically he was like a screaming lunatic,
0:02:06 and he would just run around and yell at people in elevators and fire people in meetings.
0:02:10 And just he was like, you know, people have all these kind of awful, horrible things.
0:02:12 It’s like angel devil kind of thing.
0:02:14 And I think on this, I think the reality was somewhere in the middle,
0:02:17 at least what I saw and what I heard from people who worked with him for a very long time,
0:02:21 was basically he was just like absolutely intolerant of anything less than first class work.
0:02:26 If you brought him first class work, and if you were top in your field and super diligent and on top of everything
0:02:29 and had all the details figured out and knew what you were doing and were really good,
0:02:33 he was like the best manager you were ever going to work with and the best CEO you were ever going to work with.
0:02:36 And the thing that comes up when people talk about who worked with him closely is,
0:02:39 I did the best work of my life working for him, right?
0:02:42 And part of that is because he really appreciated, understood the quality of great work,
0:02:47 and he didn’t tolerate anything less than that, which meant that everybody around you also hit that bar.
0:02:50 That’s sort of his approach to performance management is everybody’s going to be doing top end work.
0:02:54 They’re not going to be here. As a consequence, the best people in the world are going to love being here
0:02:56 because they’re surrounded by the best people in the world.
0:02:59 And by the way, that’s also something, of course, that Elon shares.
0:03:03 And so the stories that you hear about the screaming or firing people in meetings or whatever,
0:03:06 it was always a side effect of it’s not first class work.
0:03:09 And it’s either somebody who really should have been able to do it, who didn’t,
0:03:12 who didn’t work hard enough, or it’s somebody who was just not capable of doing it, right?
0:03:14 Who needed to go find something else.
0:03:18 But the result, the core thing always, and this is why there was so much love for him, right?
0:03:21 The core thing was I do the best work of my life working for him.
0:03:24 Having said that, also, Steve himself matured, right?
0:03:27 And his career kind of got, time dilation kind of happens.
0:03:30 And so you kind of think, well, Steve built Apple, the company that we all know and love today.
0:03:32 And it’s like, well, yes, but it took a very long time.
0:03:34 And there were twists and turns along the way.
0:03:37 And the big twist and turn, of course, is he got fired, right?
0:03:39 So he started the company in 76 with Steve Wozniak.
0:03:41 You know, they built Apple I, Apple II.
0:03:43 They built Elisa, actually, which failed.
0:03:47 That was the other thing, by the way, is not every Steve Jobs project succeeded, right?
0:03:48 And he learned a lot from the failures.
0:03:51 And now everybody’s forgotten the failures, but you can read about them on Wikipedia.
0:03:54 Elisa was before the Macintosh and was a complete failure.
0:03:56 But then the Macintosh started to work.
0:03:59 But before the Macintosh really took off, he brought in the wrong CEO.
0:04:01 And then there was a revolt inside the company.
0:04:02 And he got fired.
0:04:04 And then he spent 10 years out of the company, right?
0:04:07 Which is actually when I got to know him, is when he was off doing Next.
0:04:09 Next was like a complete wipeout.
0:04:11 Like, it was years of real pain and agony.
0:04:14 And then he had this little side project nobody understood, which is this little graphics company,
0:04:15 Pixar, it turned out.
0:04:19 Anyway, the point is, by the time he came back into Apple in like 97, I think maybe been
0:04:20 out for like 12 years.
0:04:24 And again, what people who knew him better than I did said, he learned how to actually be a
0:04:25 great CEO, not at Apple, but at Next.
0:04:29 Because he spent 12 years actually doing it the hard way, where he wasn’t
0:04:30 being showered with praise.
0:04:31 He didn’t have the magic touch.
0:04:33 The product fundamentally didn’t take.
0:04:35 He had to like, as we say now, pivot.
0:04:37 Because we have this great new term, pivot.
0:04:39 We used to just say, f*** up.
0:04:42 You know, pivoted next.
0:04:47 By the way, when I was in college in 92, 89, when I got 89, I got Illinois in 89, we were
0:04:48 one of the early adopters of the Next computer.
0:04:50 NEXT was the name of the company.
0:04:52 It was called the Next Cube, was the computer.
0:04:54 And it was sort of the post-Macintosh.
0:04:57 And so it was like, literally, it was like a $15,000 Macintosh.
0:05:00 And it was like fully modern, not only graphical, but it was like full Unix at a time when that
0:05:02 was really unusual for a desktop computer.
0:05:04 It had this incredible state-of-the-art.
0:05:05 It had the first CD-ROM drive.
0:05:08 And then one of the great stories is it was a perfect cube.
0:05:10 It was a perfect 12-inch cube, 12 by 12 by 12.
0:05:14 And there’s a famous story of his designers at Next, when they were designing it, they came
0:05:19 in with a sort of optimal, Pareto optimal hardware design, built for manufacturing, cost optimization,
0:05:21 which was 12 inches by 12 inches by 13 inches.
0:05:22 And he said, f*** you.
0:05:26 Go back and make it a perfect cube.
0:05:28 And they’re like, Steve, that’s going to double the cost.
0:05:29 And he’s like, I don’t f***ing care.
0:05:31 Make it a cube.
0:05:33 And so it was like a perfect cube.
0:05:34 It was slowish.
0:05:36 Like, it took forever.
0:05:38 It was like walking through molasses to use the thing.
0:05:40 Completely flopped.
0:05:41 Nobody wanted it.
0:05:42 Pivoted the company to software.
0:05:43 Nobody wanted the software.
0:05:45 Anyway, the point is, like, that was really hard.
0:05:47 And he had to make every part of the company work.
0:05:48 He had to try to figure out how to optimize it the hard way.
0:05:51 He had to retain a team through 12 years of basically failure.
0:05:55 What basically people say is he had this incredible growth and innovation skill set from Apple phase
0:05:58 one, and then he had an incredible management skill set from the sort of wilderness years.
0:06:01 So by the time he came back to Apple in 97, he was both.
0:06:06 And he was also at that point a great CEO, but he maybe not would have ever become the Steve Jobs
0:06:08 that we know had he not gone through the hard period.
0:06:11 So a big undercurrent to what you’ve been discussing is the concept of, like, market timing, right?
0:06:13 Like, what’s the right time to sort of enter a market?
0:06:18 Is the technology truly ready for sort of the consumer or the enterprise version of that technology?
0:06:24 And so thinking back to, like, the 90s, you wanted to be not Pets.com, but Chewy eventually
0:06:25 did it wrong, right?
0:06:27 Like, some of these companies that came 10, 15 years later.
0:06:32 If you’re a builder right now and you’re selecting, like, markets right now to build in,
0:06:35 how would you think about what the right time is?
0:06:37 Is it through early for certain markets and so on and so forth?
0:06:41 Yeah, so one of my observations, it sounds crazy, but I think might be true, is I think
0:06:42 actually all the ideas might be good.
0:06:46 Qualified founders who know what they’re doing, I think, generally are right about the opportunity
0:06:49 that they’re going after and that it’s just, okay, if you’re, like, a qualified founder doing
0:06:52 what you’re doing, you should be so deep in the domain that when you think about, okay,
0:06:55 this technology now makes this use case possible and we can build a product that does that,
0:06:56 people are going to want that.
0:06:59 I think the accuracy rate on that is almost 100%.
0:07:00 The problem is the timing.
0:07:04 And early is the same as being wrong, right, in practice, right?
0:07:07 And you see this in the pattern, which is basically, is anytime there’s an overnight success,
0:07:11 like a technology company that just, like, lights the world on fire, is doing great,
0:07:14 what you find is basically there were a set of companies that tried to do that same thing
0:07:17 five years earlier and failed, five years before that and failed, five years before that and
0:07:18 failed, before that and failed.
0:07:21 Often goes back, by the way, I mentioned the e-commerce and the phone thing.
0:07:25 The first actual smartphone came out in 1987, right?
0:07:29 And so there were literally 20 years of failed attempts to do smartphones until the iPhone,
0:07:31 you know, 20 years, right?
0:07:34 And so I knew many of the founders trying to do smartphones before the iPhone and they were
0:07:35 very, very smart, capable people.
0:07:39 Many of them very successful and in other domains are very successful later on.
0:07:40 It was just too early.
0:07:41 The technology wasn’t ready yet.
0:07:43 And then why is this hard?
0:07:45 It’s hard for basically two reasons.
0:07:48 One is because to be a successful founder, by definition, you have to live in the future,
0:07:48 right?
0:07:51 So you have to envision a world that doesn’t exist yet in which the thing that you’re building
0:07:53 is something that everybody’s going to use.
0:07:56 And like people around you can’t see that yet because it doesn’t exist yet.
0:08:00 And so like you see a vision of the world that doesn’t yet exist and that may be right and
0:08:03 may not be right, or it may happen now and it may not happen now.
0:08:05 And then the other thing about it is the world gets a vote.
0:08:10 And, you know, I think one of the really interesting kind of conceptual questions is there’s like
0:08:13 the push side of you trying to make something happen in the world and trying to get the
0:08:15 world to understand something and want to do something and buy something.
0:08:18 But then there’s like some sociological thing on the other side,
0:08:20 which is, okay, when is the world actually ready for the new idea?
0:08:22 Here’s another just like really amazing thing.
0:08:25 Somebody got one of the small versions of Llama to run on Windows 98.
0:08:30 They booted up a literally a Dell desktop computer from, I think, 1998 with a fresh copy of
0:08:31 Windows 98 and they got Llama running on it.
0:08:36 And so like all of those old PCs literally could have been smart this whole time.
0:08:37 They really could have been.
0:08:39 And like we had neural networks, right?
0:08:40 There were lots of people working on AI.
0:08:44 But like we could have been talking to our computers in English for the last basically
0:08:45 almost 30 years.
0:08:46 We now know.
0:08:47 Crazy alternate history.
0:08:48 Crazy alternate history.
0:08:49 And like we didn’t.
0:08:50 There was an AI startup boom in the 80s.
0:08:53 There were a lot of really smart people in the 80s who thought this was all going to happen
0:08:53 then.
0:08:56 There were people in the 50s who thought it was going to happen then.
0:08:59 And so this timing thing is just like incredibly difficult.
0:09:03 And then just practically speaking, as a startup, you only have so long to either prove it right
0:09:03 or not.
0:09:06 And basically, you know, give or take five years total, right?
0:09:09 If you don’t get traction in a startup in the first five years, your odds of success are
0:09:11 very low just because it’s very hard to hold the team together.
0:09:12 You’re in a race against time.
0:09:14 Yeah, you’re in a race against time.
0:09:17 And then you end up in this frustrating, you know, I have a lot of friends who’ve ended
0:09:19 up in this frustrating circumstance where you started a company in 2010.
0:09:22 You thought now was the time your company failed in 2014.
0:09:25 And then a company started in 2015 that just hit it and went.
0:09:26 And you’re just, right?
0:09:29 And so the timing part of it is very hard.
0:09:33 I don’t think there’s an actual answer to the timing thing other than I think that’s a really
0:09:35 key part of what they call entrepreneurial judgment.
0:09:40 Like, I think that’s a big thing that the founder has to really work hard about and think hard
0:09:40 about.
0:09:42 And again, it’s this thing of like reconciling.
0:09:43 I live in the future and I can see it happening.
0:09:47 But like, can I actually deliver it in the form of a product that actually works the way
0:09:48 people expect?
0:09:53 And then is there enough precondition in the world such that they’re going to want to actually
0:09:54 do this thing?
0:09:59 And I just like, I mean, these guys, I’ll tell you, like, I don’t, I don’t even, I don’t
0:10:01 even try to forecast these things myself anymore.
0:10:05 Like in meetings, I just, I just figured like, let’s just assume the founder is more
0:10:08 likely to be right than we are just because like, this is the best, the founder’s best
0:10:11 guess is probably the best guess that exists because the founders have the most information
0:10:13 kind of synthesize a view on this.
0:10:17 But having said that, you know, we’re going to back in any, you know, I don’t know what,
0:10:19 like, I don’t know, like a third of the companies or whatever, and we’re going to back in a given
0:10:20 year.
0:10:21 It’s just going to turn out that they were too early.
0:10:25 By the way, the other corollary to this is if, if, if, if it’s going to work, it almost
0:10:26 always feels like you’re too late.
0:10:32 So as a founder, it almost always feels like, I wish I, I, I, I should have started this
0:10:32 company.
0:10:36 If I only had started this company two years earlier, right?
0:10:39 Because, because it’s like, you’re in a situation where you’re like, oh my God, like it’s going
0:10:41 to happen and the market’s coming and it’s going to happen.
0:10:42 But like, my product’s not quite ready yet.
0:10:44 I’m like, oh, like I’m running out of time.
0:10:45 Right.
0:10:49 And like, my experience at least is that, that’s a very, that feels terrible in the moment because
0:10:52 it feels like you’re not rising to the occasion, but that’s, that’s the, that’s actually the
0:10:53 positive sign.
0:10:56 What excites you the most when you think about AI and sort of what it can do to create a
0:10:58 storytelling and just the entertainment industry at large?
0:11:05 So aspirationally, the, you know, there’s opportunity for like a complete reinvention of the entire
0:11:08 process of storytelling and games and immersive worlds.
0:11:09 Uh, right.
0:11:12 And it’s, you know, this is the sort of thing it’s, instead of, instead of us making them,
0:11:15 maybe they’re going to get hallucinated there, you know, they’re going to get dreamed, you
0:11:16 know, you’re playing a game and it’s going to, it’s going to basically, right.
0:11:19 It’s going to be an AI sort of a symbiosis with you as the player.
0:11:22 And it’s going to, you know, adapt, it’s going to learn from you, adapt to you and make you
0:11:27 the best possible experience, um, you know, with the best possible, you know, the trade-off
0:11:30 between, you know, the ease and difficulty learning curve and, and the most possible
0:11:31 entertaining scenario for you.
0:11:35 And, you know, the best games people will play for, you know, many thousands of hours.
0:11:38 Um, and, uh, and then by the way, the businesses can be really amazing
0:11:42 underneath this because they don’t, you, you don’t bear all the cost of, of, uh, of, uh,
0:11:42 manual content creation.
0:11:46 And so, you know, you, you build an engine like this and it, it runs, you know, it runs
0:11:46 forever.
0:11:50 Um, and so like that, that’s super exciting.
0:11:54 Um, and then, you know, being able to have virtual worlds with like, you know, super smart,
0:11:57 you know, lots of, you know, populated by, you know, these incredible personalities.
0:12:01 Um, uh, you know, it’s just a whole new, amazing kind of storytelling.
0:12:03 So like, I know we’re, and we’re big believers in all this.
0:12:05 And like, I think that’s all going to happen.
0:12:06 It’s going to be, it’s going to be, it’s going to be fantastic.
0:12:09 Um, I will say, I am also seeing this through the eyes of my nine-year-old.
0:12:14 Um, so I’m re-going through the, uh, you know, the process of learning about gaming and coming
0:12:15 up to speed as a gamer through my, my nine-year-old.
0:12:18 And so, um, a couple, a couple of key lessons.
0:12:21 One is, well, Warcraft apparently is, or not Warcraft, um, Minecraft is immortal.
0:12:27 Um, so like, like he loves Minecraft more than like life itself.
0:12:30 And so that, like that, whatever, whatever, whatever those guys did is just, it has worked.
0:12:34 Um, and by the way, it really interesting thing, like the nine-year-olds, at least the nine-year-olds,
0:12:37 they don’t care at all about visual fidelity, visual quality.
0:12:42 Like he could not give a, um, and so Minecraft, Minecraft and Roblox and games that look like
0:12:43 that are, are fantastic.
0:12:47 And he just discovered his first, um, I just learned about IO games, um, if people have heard
0:12:48 of those.
0:12:52 And so he just discovered, he just discovered his first, uh, first person shooter, um, which
0:12:54 just thrills, thrills me to no end.
0:12:56 It’s, it’s, it’s, it’s called, uh, shell shockers.
0:13:01 Um, and it’s basically, it’s Counter-Strike, but with, uh, uh, uh, uh, anthropomorphic eggs.
0:13:02 Oh, wow.
0:13:05 Uh, so it’s like full military hardware.
0:13:08 And then when you shoot another player, he explodes in a shower of yolk.
0:13:12 Um, and it’s, it’s a, it’s a completely browser-based game, right?
0:13:14 It’s multiplayer, but it’s all browser-based.
0:13:15 And so it punches through all the school firewalls.
0:13:19 Um, and so the, the, the, and it runs, it runs great on Chromebooks.
0:13:21 Um, he’s, he’s very frustrated.
0:13:22 He can’t get it.
0:13:24 When we take away his laptop, he’s currently on a laptop break.
0:13:27 Uh, when we take away his laptop, he tries very hard to get it working on the Kindle, on
0:13:28 the web browser on his Kindle.
0:13:34 That’s his main form of frustration in his life right now is that, is that, uh, and we tell
0:13:37 him it’s good, it’s good that shell shockers doesn’t run on the web browser on the Kindle.
0:13:38 Cause if it did, we’d have to take away the Kindle.
0:13:44 Um, so, um, but anyway, um, I, I watched him doing this and then, and then, you know,
0:13:48 and then I had this moment when ChatGPT came out, uh, where I was like, wow, this is amazing.
0:13:50 And, you know, I can’t wait to show this to my kid.
0:13:52 And I’m going to, you know, I felt like, that felt like Prometheus bringing fire down from
0:13:54 the heavens to my, to my kid.
0:13:57 It’s like, I’m bringing him, you know, AI and it’s going to be this tutor and coach and
0:13:58 it’s going to be with him forever.
0:14:00 And it’s going to talk to him and he can ask good questions and it’ll teach him about all
0:14:01 these things he’s interested in.
0:14:05 And I, I, I install it on his laptop and show him, you type in a quick question.
0:14:08 It’ll, it’ll answer the question and, you know, and, and, and I’m like, I’m like, this
0:14:11 is like the best thing I could ever possibly do for my kid is given this capability.
0:14:18 And, you know, he looks at me and he’s like, so I was like, no, it’s like, it took 80 years
0:14:21 with the neural networks and the this and the training data and the whole thing.
0:14:24 And it like does the thing and it makes it, he’s like, that is a computer.
0:14:27 Like if it doesn’t answer your questions, like what would it do?
0:14:31 Well, against this, this backdrop, right?
0:14:36 Like we’ve got new administration, new policies, new technology, sort of new sort of cultural
0:14:37 movement potentially.
0:14:40 It feels like we’re very much at a moment in time.
0:14:43 I’ve, I’ve heard you describe it before as like we could be in the precipice of literally
0:14:44 a golden age, right?
0:14:47 For, for, for America and for the, and for the world.
0:14:54 What are some ways that startups today, like in 2025 could be thinking about capitalizing just
0:14:55 on, on this moment, right?
0:14:56 Yeah.
0:14:59 So look, I think for at least the next four years, I think it’s, you know, basically blue
0:14:59 skies.
0:15:04 And so I think that, you know, now, now’s definitely the time to build, you know, you know, we,
0:15:08 as I said earlier, like our whole theory of all this is that the prime time for startups
0:15:09 is when there’s a platform change.
0:15:13 And I’m not, by the way, this is not saying that every startup should be an AI startup or
0:15:17 whatever, but like there is this incredible new tool, you know, that can be used.
0:15:21 And it’s just, again, it’s just sort of general fact that big, big companies, big incumbents
0:15:24 have a very hard time reacting to these platform changes.
0:15:26 Sometimes they, they, they pull it off, but a lot of times they really struggle.
0:15:31 And so it’s sort of the best possible opportunity for a startup is going up against an incumbent
0:15:33 is when there’s this, this kind of shift happening.
0:15:34 So I think that’s happening.
0:15:35 Yeah.
0:15:40 There’s going to be four years of, of, of, of, of clear, clear sailing, I think in the
0:15:43 U S you know, the rest of the world’s in a funny state.
0:15:47 Um, uh, you know, the EU has all but made AI illegal at this point.
0:15:52 Um, uh, they, they literally, this is the amazing stuff.
0:15:55 Um, they literally say publicly, their senior officials literally said publicly a year ago,
0:15:59 they’re like, well, we’ve realized that you cannot be the world’s leader in AI innovation.
0:16:01 And so therefore we will be the world’s leader in AI regulation.
0:16:06 Um, which is one of those things that I think you only say if you’re an unelected bureaucrat,
0:16:08 completely lost in your own thoughts.
0:16:13 Um, but you know, they, they passed this very draconian AI law, um, that as a consequence,
0:16:18 even the big AI labs now are not launching new AI products in the EU, uh, cause they can’t
0:16:18 figure out how to do it legally.
0:16:21 Um, the UK actually backslid on this.
0:16:25 They, they, they should, UK should be a haven for, for openness and instead they, they basically
0:16:29 have matched the EU, um, on, on, on bad regulations and seem like they’re going sideways on that.
0:16:34 So, so, and this is important cause like the, the main U S trading partners are actually our
0:16:37 main, our main trading partners at China, our main trading partners, Europe, like the, the,
0:16:40 the, the, the, the, the globalization is sort of based fundamentally, you know, in the West
0:16:43 is based on the economic relationship between the U S and Europe.
0:16:47 Um, and then, yeah, I mean, look, you know, the entire world is, is, is, is opening up.
0:16:49 I mean, you know, kids everywhere are now online.
0:16:50 They have access to all this.
0:16:51 They, they want to use all this technology.
0:16:52 They want to build it.
0:16:54 You know, they want to be part of these companies.
0:16:57 Um, some of that obviously happens through, you know, migration, but a lot of that happens
0:16:59 through just like everybody’s online now.
0:17:01 Um, and so there’s, you know, talent all over the world.
0:17:06 Um, and you know, hopefully the, the, the internet itself, you know, and general economic
0:17:09 arrangements stay free enough where people all over the world can come together and build
0:17:09 things.
0:17:10 Oh, sure.
0:17:10 That’s very exciting.
0:17:13 Definitely feels like what a unique moment in time to be building.
0:17:16 So, um, I think it’s great note that to wrap it on.
0:17:18 Sarah, thank you, Mike and Jason.
0:17:18 Let’s give him a hand.
0:17:19 Good, good, good.
0:17:20 Thanks, everybody.
0:17:29 Like, it just drives you nuts.
0:17:29 Right.
0:17:31 Um, and by the way, is it okay?
0:17:33 Is this an adult audience?
0:17:35 Is it, can I, can I swear?
0:17:36 Is this everybody, is everybody over the age of 18?
0:17:37 It’s hard to tell.
0:17:40 If you’re below the age of 15, it’s just whatever the new thing is.
0:17:41 It’s just the way the world has always worked.
0:17:42 It’s totally normal.
0:17:46 Um, if you’re between the ages of 15 to 35, you know, the new thing is very exciting
0:17:48 and you might be able to make a career out of it.
0:17:52 Um, if you’re above the age of 35, the new thing is unholy, um, and against the social
0:17:54 order and it’s going to destroy civilization.
0:17:59 Thanks for listening to the A16Z podcast.
0:18:04 If you enjoyed the episode, let us know by leaving a review at ratethispodcast.com slash
0:18:05 A16Z.
0:18:07 We’ve got more great conversations coming your way.
0:18:08 See you next time.