Victor Orlovski of R136 Ventures joins Nick to discuss From CTO to $500M AUM: Entry Point Discipline, Why People Matter at Every Stage, and the AI-Driven Future of Banking. In this episode we cover:
- Exit Strategies and Market Challenges
- Risks and Opportunities in Late-Stage Investments
- Banking and FinTech Challenges
- Future of Financial Markets and AI in Banking
- Impact of AI on Financial Institutions
- Role of Founders in the AI Era
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0:16
Victor Orlovski joins us today from the Bay Area. He’s the Founder and Managing Partner at R136 Ventures, a mid- and late-stage firm investing in startups across the U.S. and Israel. Earlier in his career as a CTO Victor helped build one of the largest digital banks in Europe. He’s invested in companies including eToro, Rescale, Granulate, DeciAI, and Airwallex, amongst others. Victor, welcome to the show!
0:43
Hi, Nick. Hi everyone. Thanks. Yeah. It’s such a pleasure to
0:48
have you. I would love to hear a bit about your path and your backstory to becoming a VC.
0:53
Well, it’s probably very common story for people who come and live in Silicon Valley. I am the first wave of immigrants to the valley. So my kids actually regularly, like, put some surveys in schools where they just describe how they moved to California as, like, first wave of immigrants. So I think that there are, like, many people like that in California, especially the Bay Area. I was born and raised in Uzbekistan. Many people don’t know where it is. So it’s a central Asian state of former Soviet Union. So it was pretty diversified culture, with over 100 nationalities. The city was destroyed by a major earthquake in 1966 before I was born, and it was like rebuilt from scratch. Basically, 95% of houses were destroyed. Not that many casualties, unfortunately, because there was, like one or two stories buildings. But this place was known for like, 100 nationalities being living there. And well, I got my first PC, luckily, I think in 1986 and I probably was one of the first people in Soviet Union got that. My father brought it from abroad, and I started programming really early enough. So graduated from college with software engineering major degree and started working in banking. So it’s not like I like banking. A lot that just happened. So my next 30 Well, little bit last 25 years of career I spent in banking was CTO and two largest banks in the region. And actually built first model bank prior to iPhone era, which was between 2001 to 2004 we reached almost a million consumers prior to iPhone era. So it was efficient one banking. And I think that ipy needed just in the world, probably because I haven’t seen anything at that scale. And then I joined a bank which was state owned, large, but very inefficient, and we introduced, I was CTO and Chief Digital Officer in the bank. So we introduced a bunch of model banking products. So by 2014 we reached over 45 million daily users in mobile space, and that was in 2014 because Bank of America Chase and Wells Fargo combined. So 2015 I decided to start my own business. After like 20 plus years in corporate enterprise businesses as an employee and executive, I decided to start my own business, and started with venture, thinking that I might switch to like operators work. And for 10 years, I’m doing what I’m doing, raising funds and investing in bunch of great companies, and while we are mostly doing FinTech and SaaS enterprise deals, early growth and growth stage, team of four partners, 10 investment professionals, highly diversified. And yeah, that’s basically what I’m going to continue doing along. I hope
3:50
perfect, so I understand mid and late stage. So is it typically series A and Series B investing? It sounds like the US and Israel, and then categories are FinTech and what else? Victor,
4:01
yeah, we are doing mostly early growth, as we call it, so it’s like B round onwards. So we bypass a product market fit risk, but we are all in on scale up risk. So our usual check is between like five to $15 million we also have a series of funds where we invest in late stage deals. But our core competence is indeed, as you said, how to sell products and services to large enterprise businesses. Because I was a buyer, and I was like having a team of over 25,000 engineers back in my corporate life. So I do know how businesses buy, and therefore I do know how to sell to businesses. Fintech is my basically core expertise on product side. So I do understand FinTech really well so, and that’s the reason why we invest in FinTech as well. Our core basically value proposition to a startup. Is helping them to find out the right way to sell and build their sales organization in terms of selling to enterprise and also building up tech tech teams. So I started in one of the banks with like as little as four engineers, and have grown the team to almost 20,000 even more than 20,000 people at the end. So I know how to build at scale, and that’s very difficult, right? So startups usually building up at scale gradually, right from four to four engineers to like hundreds of engineers. And last is that I have vast a network of engineers of all kinds, especially AI engineers. Most of them are from Eastern Europe, very highly qualified people. So we can deploy, like top notch engineers into startups via funding. Basically, there’s three kind of add values we bring to startups when we invest
5:58
perfect Well, let’s talk a bit about exits, right? You’re investing out of somewhere on the order of $500 million late stage fund. How do you proactively plan for dpi, in this environment where IPOs seem increasingly harder to come by?
6:16
Well, yeah, I think that people are more focused on assets, right? So you should really focus on the entry points as well, right? I mean, you could not predict exits, right? So the only risk probably which you’re not taking on board when you invest in early stage is the time of exit, right? Because you never know when you will exit and what will be environment. Because when you invest in early growth stage, it will take like, seven, eight years before you can exit right. Occasionally, you may exit even earlier, but then your GPI is not going to be great, right, because it’s not enough time to scale right. You just, you have
6:56
to be on the right companies first, of course, yeah, and you know,
6:59
you need to, like, probably, like more focused on like, doing like concentrated bets, creating your like portfolio, rather than just investing into individual deals, but also being, being always mindful about the valuations you invested. I’m pretty sure that whatever deals you did like between 2020, and 2022, in early growth stage would almost none bring you, like, great returns, because valuations were crazy, right? If you’re paying like, 200 multiple revenue on the early growth stage, you give a lot of credits to the startups, so many of them are going to make it right. So I believe that being mindful about the valuations on entry point is equally important for DPI as the exit strategy, right. Second thing is that none of our like 40 investments we made were straightforward to exit, right? Some companies went really great, but ended up being sold. Although they could have gone public, they never went public, just because founders were tired, investors were tired, or people seem to like take the offer on the table, whatever the offer was like compelling to them, right? So it’s a long journey, and it’s a journey of not just a single person, it’s a big family, right? Which has to go through this journey. We were luckily with the Torah, which went public this year. So we invested back in 2015 and I must say that I believe that this company will go public from day one. I think, if you may, allow me to say a little bit about the CEO of the company. His name is yoni. Yoni Azure. He is the founder which is made to run public companies. And I sort of knew it from the very beginning. So I believe that you have to really see this founder who is not going to sell company, right, who’s going to continue. This is his lifetime. And Yoni was the second generation of Israeli entrepreneurs who went public. So his dad went public at NASDAQ back in 1991 and this was the first company at NASDAQ, Israeli company which went public, and Yoni is the second founder, like of this family which went public at NASDAQ, and that was the only case at NASDAQ. Can you imagine that there was none of the second generation of family members who went public at NASDAQ before Yoni made this journey to public company. That was kind of fascinating story, but interesting enough that I heard the story from Yoni back in 2015 he told me that his father was the first mouse doc, and he wants to repeat his success. So that’s kind of an interesting journey. You may just count a pounder who will make it one way or another.
9:50
Yeah, was, was there anything aside from sort of his legacy and his goal, that signaled to you that he was the type of person that could take a company to IPO? I.
10:00
Yes, I think that in order to build a great company, you need to have a lot of resilience, courage and luck. For sure, you might not be like technically like technologically literate. You may just know how to sell, how to pack right motive founders in technology companies, techie, but not always. What I can say about Yoni, for sure, and founders who go like public with the companies, is that they’re really great storytellers. Is when you develop your private company, it’s less of a storytelling, rather than when you just go and do like a public like go public, right? So he’s a great storyteller, and that way can say about him, but storytelling is like about being visionary, right? So in order to build company which may go public, you should be a visionary entrepreneur. And I think that that’s a quality that those entrepreneurs who have this quality may really get public to their companies instead of just selling them. And sometimes, like, selling companies is easy thing, right? And you can even make more money by selling company rather than just going public. It’s like a very clear path to asset. I prefer companies that go public because it’s like more encouraging for me, at least
11:21
Victor, what would you say is the biggest risk that early growth and late stage investors overlook? Oh, well, I
11:26
think that’s the story of growth. That’s the first thing. I believe many investors think that the growth will continue to exist, and most of late stage companies have a plateau and reach the plateau too early, so the growth is not there. And I think that what is sold to investors in growth stages with continued growth, and that what is not happening. Second, I believe that large companies really stop to innovate, and there are only section of those late stage companies that may continue to innovate. And I believe that what investors do not oversee really well and do not get into like the grounds to the bottom of this is the team right. So when you invest in early stage and seed rounds, team is everything right? When I invest into like, as an angel, into like early startups, I don’t care what people are doing. I don’t care what the product is. I don’t care what the strategy is. There’s the strategy and product and everything will peel it like 100 times before, before this founding team is going to find their product, their customer base, whatever, right? I don’t care what I care is about people, people, people. That’s only thing matters, right? If you trust people, you think that people are great, there is a high probability that they will, they will manage it. Now, if you invest in late stage, you rely on data, a lot of data, a lot of numbers, and you just start forgetting about people. You think that people are not important. Unfortunately, it’s not true. People are important always, and people are equally important at the late stage. Yes, they are important in early stage. I could not name a company, but there was a company which was pivoting because they just got a new CEO, and we didn’t invest in this company. It was like, well, software automation, like core automation, like system of record company which got a new CEO, and CEO was, like, outstanding, real, perfect fit. But we didn’t believe that this person could change the whole company thing, to turn around and start growing again. Company was growing at like, 15% 20% per year, and it was not good enough. So we didn’t believe and we passed on this investment. Guess what? He pivoted company, which already was at 150 million revenue, to keep growing it for next four or five years, with the pace of 60, 70% a year, and some years, 100% a year. And this was all due to the fact he was like the right man at the right time, in the right place. So I believe that you should not underestimate people, even it is like late stage. So people is important on all stages.
14:10
Will you engage with a company that you know is in that early growth phase, but doesn’t meet the growth benchmarks? And in that case, you know what? What sort of things are you looking at and scrutinizing?
14:22
Well, you know, right thing to think about this is that if there is no if you do not change things right and wait for something to come right, it’s not gonna make it right. So you should really start changing things right. And obviously it’s all like, ups and downs, right? I mean, I’m speaking with, like, early stage founders when I’m investing, I’m telling them, you will have hard times, right? You have now easy times. Growth, profitable growth. You will face, like any other company, you will face an issue. Right. So it is inevitable, right? You will right. The only thing is, how you’re gonna pursue it, right? How we gonna solve this problem? So those who do not change, who are not able to find the right solution fast enough, right? Just disappear from the market. So what we are trying to understand, right, is what team is doing in order to change the situation, right? What they already tried, what didn’t work, what did work, so how they pursue it? So we are trying to understand the logic of how this team is going to pivot it right, sometimes investing in company which has an early sign, for example, of new growth strategy, of new products, where, say, companies stock, let’s say 50 million revenue, right, and not growing, or maybe growing 10% a year. But then they have a certain vertical, something discovered and especially but this AI transformation, that’s very much true. You have, like new science, new beginnings, where things start growing, right? So if you really can just feel that this the pivotal kind of tipping point of growth, right, where the company may grow instantly, I think it’s a good signal to invest into these companies, but that’s also a good way to negotiate it, right? I mean, you can, you can probably invest under very good conditions, right? If you have like, bunch of revenue streams which are not growing, and some revenue streams which have, like, this early sign of growth, you still can, like, do it under like, very good conditions for like, new investors,
16:39
Victor, you’ve had a storied career in banking. What would you say is broken in banking tech today? Well,
16:45
I believe that everything is broken. Frankly, like it’s easier to name what is not broken rather than what is broken. And when I get this pile of offers from banks in my post box, and these banks are banking with me, or I’m banking with them. So I get all this offers, and I look into them, I just go mad. How come these banks may offer me what they offer knowing me so well, I can bet that my bank, if it wants to, knows me a lot better than Facebook, Google and Amazon, altogether, they sit on data. They should know me better than I know myself, right? Why Facebook is able to sell me what I even don’t think of buying, but pretty good selling, pretty good stuff, right? I mean, I’m buying right? Because they somehow discover what they need. When I go to Amazon, I usually buy more stuff than I coming to look for, right? Because, okay, now you have this. Now you have that. They know me, right? They know what to sell. When I come to bank, they have no idea what to sell to. When they send me an offer, it’s like crazy. I mean, how can they send me something, what I will never buy, right? And it’s, it’s, it’s, it’s just crazy. How bad they know customers, right? Why? Some people say, Oh, because this is like, gtpr, or some privacy laws they could not build up on this date. It’s, it’s not true. I mean, they are governed by the same security whatever privacy laws as any other company, right? They simply do not, they do not know how, right? So I think that’s broken. So the entire experience is broken. The entire customer experience is broken, right? If, I mean, they’re like, 100 fold from where big tech companies are today. Well, some banks really challenged me with like, many banks challenged me with trying, like, to make a transaction on Sunday, and then you all of a sudden just have a phone and app says, Let’s like, like out of service time, right? How can bank be like, mobile bank, how Facebook or Google could be out of service, right? Why bank can’t be out of service for two hours? Right? Even It’s Sunday, right? Who cares? Right? Why it’s not 24 by seven? So I can give you, like, the long list of what is broken. And I think that it is broken because it is too protected. It’s like, it’s especially in the US, it as a status quo, if you think of like European banks, probably especially in the UK, when they have implemented this FinTech charter, allowing banks basically what they did, they have broken like licenses into smaller categories so you can acquire certain type of licenses to do banking like Revolut Monza. Name it right? Number 26 I mean, there are a bunch of banks. And even, like, well, London and the UK market is much smaller than the US market, right? They have managed to build companies which are what worth of like, $65 billion like Revolut was around that on. Like last secondary, I think, attempt to sell secondary. I mean, they had at least my my knowledge, and offer to set to buy at 65 bill. They refused, from what I know. But anyway, I mean, the thing is that if this bank was happening in the US, this bank would have been like a 600 billion, not 65 billion that just because of the size of the economy, guess what? There are no such banks in the US. Why? Because it’s like a status quo, a protective environment. Out of what, 14,000 banks only, probably three or four have a nationwide license. And I believe that the US FinTech has to be streamlined in order to be efficient. And I haven’t seen such an inefficient banking in the world, like in the US, right when I mean, you go to developing world, like Eastern European countries or Asia, like Vietnam, Indonesia, Philippines, massacre, you would find much more technology driven modern banking Latin America. You may think of Brazil right then in the US. And I believe that US is staying way behind the competition in the global scale in fin Victor.
21:09
Do you think we’ll see more fragmentation or globalization of financial markets? I
21:14
believe that we will see more fragmentation, and we will see new ways to consolidate it. I believe that the new waves of consolidation lies in web three, zero in crypto economy. I believe that it will be decentralized through actually defy this new crypto financing, crypto painting, and then it will just get through like another way of globalization with this factory zero technology. But so far, if you think of banking, banking was like pioneering the globalization overall, right? So before, like, end of 90s, of the 90s, banks were front liners, front liners of globalization. They were opening branches everywhere, trying to compete for new geographies, providing services to their global customers. Right? What is happening for the last 2015, years, banks are closing, shutting down operations. HSBC has shut down probably like dozen of countries or more. Citibank has even left the UK market. And when I spoke to like city bankers, why, they said, well, it’s like compliance issues, like too much risk, like cross country risks. How come? I mean, there are risks between, like the US and UK compliance. I mean, it’s like, unbelievable, right? So banks are shutting down, so they’re now frontlines of de globalization. And again, I think that there will be new players coming to this stage on a global scale, which will represent web three zero technologies, rather than just web two zero, which will be, let’s
22:54
talk a bit about that, right? We have a new wave of technology with agentic AI. You know? What? What what do you see for the future of agentic AI in banking and fintech? And you know, how does our financial infrastructure need to change to support this new wave?
23:10
Well, I think that one of the biggest issues in in financial industry will be deployment, mass deployment, of agents, not in banking, but everywhere. Right? So, agents will replace humans, but they will have to be paid, right? So imagine that there are billions and billions of agents that are cross, communicating with each other, coming to alliances, break apart, do work together, do book work individually, sell services or even goods. And think of like those billions of agents have to be paid for its work, right? And now we have like three lines of operations, micro payments to be made, right? You have like this new layer of billing. So I can bet that no one, including stripe or miter carto visa, can handle these volumes in that way, right? So there will be like, new protocols, new, something coming. So I think that banks definitely, none of the payment companies are ready to support that. And I think that those who will build it will make a fortune, right, and they’re looking for the solutions. Of course, in banks, I think AI will change, transform the user experience, especially in the best banks. So banking application will become emotional. And I think that bank, best banks, best financial services companies, will leverage that. So banks should like banking cap should become an emotional copilot for yourself, right? It should navigate you across all your needs in financial domain, basically starting from paying your debt, ending up with suggesting equity. So it should like be your friend, right? So never before there was the case that technology could just have this emotional context. And I think that that what the new banking, bad banking, will be all about, last but not the least. Obviously. Like AI agents will eliminate a lot of jobs from banks. I think it will start with software developers. By the way. I think that that’s the easiest, low hanging fruit to automate, and we will soon see less people in software development everywhere, but including banks, of course, and banks deploy lots of lots of people in that area, I am investing, as we speak, in the company, which is really doing a crazy thing. For example, they’re doing this intraday strategy trading, right? It’s like all the trading. So can you imagine, like a bunch of agents that deploy algorithms for trading on the intraday time? So there are hundreds of strategies you deploy. They are out compete for funding. And then you close the day, you net to zero, and there will be new strategies next day. So every day, set of evolving. It’s like like bacteria or like virus, which is evolving every day, and and you’re not running an overnight risks, right? Everything is shut down, and then you start it all over again, again. So it’s like, Citadel is droids. Citadel is deploying, what 510, strategies monthly, right? Maybe 10 Strategies monthly. And they have like, teams of people, highly paid, qualified people who’s who are doing it. So now you have no people. It’s all made by agents for agents and and this company can be one of the best other trading companies in the world. I hope so. There will be bunch of this kind of stuff in banking, which will probably leads to elimination of people in every decision making, risk trades, compliance. Compliance will be the least because of regulation, because regulators want to understand how things work, and sometimes, many times and more and more, AI is not explainable, right? So regulators will not accept risk management based on AI strategies, because people could not explain that, right? And regulators are not going to buy 10, at least for some time, right until those regulators will be replaced by people like new generations, people who will trust that AI is better than humans.
27:12
You know, Victor. There’s lots of talk right now about who wins biggest in the AI wave. Will it be big tech? Will it be the upstart AI natives. Will it be mid stage, you know, vertical SaaS companies that are incorporating AI, you know, how do you think about that? And you know, especially as applied to the world of finance, you know, you’ve talked about new banks, you know, like vertically integrated new banks. You’ve talked about large, established banks and how they’ve struggled to adapt to all the needs of consumers. You know, how do you think about big players, small players and mid life cycle players in this era of AI?
27:55
Well, I think that the main, the main kind of quality of bank is trust, right by consumer or by a company. So trust is essential and not let your neighbor to hold your money, right? You’re not going to lock the door of your labor and whatever offer like to keep your wealth in a neighbor’s wallet, right? You will do it with the bank. The reason for that is that you trust the bank. Why? Because you trust the state that established this all the entire footprint for like legislation. I do remember the collapse of Silicon Valley Bank. So I just walked the street in Palo Alto in the morning of I think it was Saturday morning, and I just saw the line of people staying in, like Chase branch on Hamilton Avenue, like hundreds of people with checks. And I just, I was furious, what’s going on? Obviously, I knew about Silicon Valley Bank, but I haven’t like linked this either. You do not see like lines to banks right often. And then I just got like, a call to my friend, and he said to me, Look, I’m in the in the line. And I found him like in this line. So we just chat. He’s a very famous, like, I don’t want to give his name, entrepreneur who started business in the valley back in in the late 90s. He made a bunch of hundreds of millions of dollars wealth. Founded three companies, and he was thinking this light. I said, What’s up? He said, Well, I kept all my wealth in Silicon Valley Bank, the entire world, because I never bothered myself to diversify banks. Right? This I started with this bank when I was like, like, you were the first like wave migrant back in the 90s, like Indian region and and I, when I exited my first company, I kept all this well with this bank funded my like first, like, debt stuff and my mortgage and everything. And that’s I sold second company, and then same bank, same bank. So he kept them all. Made, like, hundreds of millions of dollars in this bank, and now this bank is collapsing, right? And he doesn’t know what’s going to be with his money, so he signed the check, which he had to deposit in the different bank. But it’s appeared to be that there was like, line of people like him staying so, I mean, when I saw the number on the check, I was like, it’s like few 100 million dollars. Check one check for few 100 million dollars, that’s wild. Yeah, it’s wild. So just answering your question, what’s gonna be there, right? So I think people will still trust their financial institutions, and I think the brand is important. Name it Wells Fargo city or chase people trust the brand. And I think it’s gonna be less for new type of new wave of consumers, like what we call, you, call this generation alpha or Generation Z, like people who are age like between 15 to 25 they do not respect brands. They don’t care, right? They don’t care whether this is 90 or this is Reebok or any other they care that some celebrity, whom they trust, is wearing this kind of brand, and they will do the same, right? Sure. So they like, it’s like more social commerce, banking is different. So the last thing people will think of like losing trust, and what is, isn’t banking? Right? That that well, that trust will still be like high. So on the other front, I believe there will be new type of banks, and
31:30
we had chime IPO recently, right?
31:32
Yeah, chime is a good bank, but it’s still, it’s still, like, not an AI native. I believe there will be banks that will have no people literally, literally zero, right? You could not imagine like car production with zero people, because they will be at least few, at least managers, at least like someone, banks are fully automatable. It’s like something where you may imagine zero footprint of human beings, because algorithms are doing everything in banking better than people. So there is no need for CEO, right? Why? I mean, what do you need CEO for? I mean, it could just be pure automation. And I think that these, like media companies and banks, are those which will be fully automated, and we will see new waves of media companies where there will be no people at all. It will be from A to Z all. AI based banks are capable of being the second industry where it will just be from A to Z, no people. And I think that we will see in next 10 years, we will see banks like
32:40
that. In light of this, you know, we’re seeing companies scale to 100 million of ARR with less than 30 employees. We’re definitely seeing that in FinTech too. We’re seeing much more capital efficiency, fewer people, faster growth. You know, how do you think the role of founders may change in the coming three to five years amidst this new tech wave?
33:04
Well, I do believe that founders will have to gain much more domain expertise than they have now, their main expertise in whatever areas they try to build. And I believe that’s important. It’s important than any any any time before, because previously you could have, you could have built something very unique, but others could not build today. And actually that’s true for like almost every industry. Wherever you come, you will see, like hundreds and 1000s of similar companies already started like building upon this particular problem, right in that particular domain. So I believe that discovering how to crack like the growth in a new way will be essential. So growing faster than others will be the way to succeed, rather than just building a better product. I think that products like, I mean, I’ve seen like so many companies now, say, the legal space, legal tech, or even FinTech, that are all built on the same technology sales stack, like, like all kind of new CRMs, they’re all built on, like GPT or anthropic, like clotted platforms, right? So there is no real competition on the product side. What else? Right? I mean, first is data, more proprietary data you have better you train your network, your neural network, your llms, and second is the main expertise to create the growth. So I think that open AI is doing amazing things by cracking the growth. I mean, they will soon be at what 1 billion consumers. I think, I’m not sure they’re ranking it equally well on enterprise side, I do believe that in retail, it could still be kind of one winner takes it all, but not in in business, in business, there will be more players, for sure,
34:54
Victor if we could feature anyone here on the show. Who do you think we should interview and what topic would you like to hear? To speak
35:00
about? Yeah, I think I would. I would go for some youngsters, yeah, some, like, top notch researchers, age 2023, out of Berkeley. Probably why. I think that that’s a new generation of founders, but also, of like, new generation of superhuman if you will. It’s completely different from what you have like age 25 and over. And I’m fascinated by companies founded by this folks, or when they go to work for some companies, when I come and see like kids, right? But these kids are amazing. They work, like 80 hours a day, sorry, 80 hours a week, or even 100 hours a week. They sleep in the workplace. They don’t have anything but work. And they are kind of, you know, encouraged by this super human ability, this AI, big thing, right? Gi kind of stuff. I think that I would go and interview those people who are not known today in who will become known like 10 years. So you might open talents through that. So that’s my it’s like adventure like I mean, obviously interviewing Elon Musk is more interesting than interviewing Victor lovski, but interviewing Elon Musk and his early age when he’s not known is something what can make you very successful podcaster. So everyone can, at the end of the day, interview like top notch executives or celebrities, but it’s really hard to find those who will become those celebrities in 10 100% right? So you and I are gonna back in those out. Yeah, yeah, that’s what I’m working constantly on. Yeah.
36:49
Is there a book, article or video that you’d recommend to listeners? Victor, yeah, I think
36:54
my favorite book is written long ago. It’s a book by David Deutsch, who is the founding father of quantum compute, and his book Beginning of infinity is probably the best you can read to understand what the mankind is all about. And it’s like a mind opening eye opening book for what we are as suspicious and what we are capable of doing. And I believe that this book shaped me more than anything else. It’s kind of my Bible, if you will.
37:25
And then finally, here Victor. What’s the best way for listeners to connect with you and follow along with r1 36
37:32
you can just use my email. It’s Victor V, I, C, T, O, R, at R, 136, dot V, C, and LinkedIn, of course.
37:39
Well, sir, thank you so much for joining us. Congrats on all the success and best wishes with the new vehicle and finding more of the great etoros and other winners.
37:49
Thank you very much. Nick
37:56
All right, that’ll wrap up today’s interview. If you enjoyed the episode or a previous one, let the guests know about it. Share your thoughts on social or shoot them an email. Let them know what particularly resonated with you. I can’t tell you how much I appreciate that some of the smartest folks in venture are willing to take the time and share their insights with us. If you feel the same, a compliment goes a long way. Okay, that’s a wrap for today until next time, remember to over, prepare, choose carefully and invest confidently. Thanks so much for listening.
