Tae Hea Nahm of Storm Ventures joins Nick to discuss Go-to-Market Fit, Tidal Waves, Category Leadership & Split-Personalities. In this episode, we cover:
- What was your path to Venture Capital like and why’d you make that career change?
- You’ve been very successful with exits- is there a framework you apply to identify these?
- Can you explain further about your tidal investing strategy and how it has changed?
- With your expansive experience in Venture, do you believe are changes necessary in the silicon valley mentality?
- How active of a role do you play with your portfolio founders?
- You said you love to take the subway and observe what people are doing- what are some things you are spotting now and what are you spotting across the world.
- Why’d you write “Survival to Thrival”?
- Through your recent observations, what is the next big thing you are testing in Korea?
- You talk a lot about split personalities, when did you realize this was a necessary quality and how long did it take you to develop this yourself? How has this also changed over your tenure as a CEO?
- You’ve stated that founders have to stay both pragmatic and ambitious. In tech it’s often a problem when you build out infrastructure or sales before everything is ready. On the flip side sharing too many problems or issues with your team and investors will make them wary. Have you had any of these occurrences with finding a balance and what would you advise the audience as solutions.
- How have you developed a positive attitude despite the dichotomy of feelings day in and day out? How would you advise other founders and CEO’s to deal with this?
- How do you actually identify true passion in founders and what are the criteria you use for this?
- How have you aligned Storm Ventures proclaimed company culture with the unofficial culture? What is your advice to other CEO’s trying to find a fit?
- In your book you talk about the 3 go to market elements. How long did it take you to realize these 3 things?
- You talk about identifying problems versus disastrous in the book. Can you tell us just the first step you founders should take if a problem is disastrous?
