"Young hungry and scrappy" is how Hamilton described his country, and it's how many -- including the guests on this episode -- describe startups... or more precisely, the mindset that engineers in startups need to balance both creativity and efficiency. But what happens as those startups scale, accrue technical debt, standardize their frameworks, and hire even more engineers? How do they deliver on their product while also staying on top of -- or better yet, using and also pushing forward -- new tech? (Even if that "new" tech is really the old, much-promised-before-but-finally-here, machine and deep learning?) And how do they do it all without getting mired in philosophical debates? Every Hamilton needs a Washington, after all...  VP of Engineering at Airbnb Mike Curtis and head of engineering at Pinterest Li Fan discuss all this and more (in conversation with Sonal Chokshi) in this episode of the a16z Podcast. The hallway-style conversation covers everything from taking an individual vs. company-wide view and the myth/reality of the "10x engineer", to the subtle nuances of how computers learn people's styles, intent, aspirations, and outcomes. And how all of this plays out as consumer tech increasingly connects the online to the offline world. ––– The views expressed here are those of the individual AH Capital Management, L.L.C. (“a16z”) personnel quoted and are not the views of a16z or its affiliates. Certain information contained in here has been obtained from third-party sources, including from portfolio companies of funds managed by a16z. While taken from sources believed to be reliable, a16z has not independently verified such information and makes no representations about the enduring accuracy of the information or its appropriateness for a given situation. This content is provided for informational purposes only, and should not be relied upon as legal, business, investment, or tax advice. You should consult your own advisers as to those matters. References to any securities or digital assets are for illustrative purposes only, and do not constitute an investment recommendation or offer to provide investment advisory services. Furthermore, this content is not directed at nor intended for use by any investors or prospective investors, and may not under any circumstances be relied upon when making a decision to invest in any fund managed by a16z. (An offering to invest in an a16z fund will be made only by the private placement memorandum, subscription agreement, and other relevant documentation of any such fund and should be read in their entirety.) Any investments or portfolio companies mentioned, referred to, or described are not representative of all investments in vehicles managed by a16z, and there can be no assurance that the investments will be profitable or that other investments made in the future will have similar characteristics or results. A list of investments made by funds managed by Andreessen Horowitz (excluding investments and certain publicly traded cryptocurrencies/ digital assets for which the issuer has not provided permission for a16z to disclose publicly) is available at https://a16z.com/investments/. Charts and graphs provided within are for informational purposes solely and should not be relied upon when making any investment decision. Past performance is not indicative of future results. The content speaks only as of the date indicated. Any projections, estimates, forecasts, targets, prospects, and/or opinions expressed in these materials are subject to change without notice and may differ or be contrary to opinions expressed by others. Please see https://a16z.com/disclosures for additional important information.

with Ben Horowitz, Scott Kupor, and Caroline Moon “The only unforgivable sin in business is to run out of cash” [so said Harold Geneen], yet startup CEOs “always act on leading indicators of good news, and lagging indicators of bad news” [according to Andy Grove]; after all, it requires a certain stubborn, headstrong optimism to start a company. So how to reconcile these views? At the very least, pay more attention to leading indicators of running out of cash, “because there’s just no going back”! But doing all this — while also trying to balance growth, advance planning vs. constantly changing strategy, revenue vs. margin, coordination/communication/culture, and so on — is a lot harder than it seems on a finance spreadsheet. It requires understanding that the “math is not the terrain, the spreadsheet is not the business”… yet also knowing when to trade rose-colored glasses for darker rainy-day ones. And that's where a CEO partnering productively with a CFO comes in. In this episode of the a16z Podcast -- moderated by (and based on an internal event for CEOs+CFOs hosted by) Caroline Moon, who leads the financial operations for startups practice on a16z's corp dev team -- Ben Horowitz and Scott Kupor share their personal insights as well as advice for founders: How DO you do it all?