Dan Siroker is the Co-Founder and CEO @ Limitless, a personalized AI powered by what you’ve seen, said, or heard. For his latest funding round, Dan took an unusual approach resulting in 1,000 preliminary offers with valuations as high as $1BN — and resulted in a $350 million Series A valuation. Prior to founding Limitless, Dan was the Founder of Optimizely, scaling the company to $120M in ARR and raising from some of the best in the business including Peter Fenton @ Benchmark who led the Series A. In Today's Episode with Dan Siroker We Discuss: 1. Serial Entrepreneurs are More Investable: Why would Dan always prefer to invest in serial entrepreneurs than first time founders? How do serial entrepreneurs approach team building and size of team differently? How do serial entrepreneurs approach focus and prioritisation differently? How do serial entrepreneurs approach pivoting differently to first time founders? What is Dan's advice from Elad Gil and YC's Dalton Caldwell on when to pivot? 2. The Secret to Fundraising: How to Speak VC Should founders always be raising? What is the right thing to respond to investors when they reach out to you outside of a round? What question are investors really asking when they ask, how much are you raising? How should founders approach valuation, what should they say when they are asked for it? How can founders create urgency in a funding round? What works? What does not? 3. How to Raise the Best Funding Round: Should founders engage with associates or only worth it with decision-makers? Why should founders always choose the investor who is on the early arc of their career? Why was Dan's first meeting with Peter Fenton the best meeting he has ever had with a VC? Why does Dan believe that taking the highest price is never the right answer? To what extent does having a true Tier 1 VC lead your round, change the game for your company? 4. Dan Siroker: AMA: How did becoming a father change the way that Dan operates? Why is Dan scared we might see technological progress stall for the next 20 years? Why did Dan not do YC the second time around with Limitless? What is the story of how Optimizely nearly bought Amplitude?  

Larry Shurtz is the Chief Sales Officer at Genesys where he oversees the company’s global go-to-market strategies, including commercial activities, field sales and partner ecosystem operations. Larry has nearly three decades of experience in the software industry, from leading Confluent to delivering more than 60% revenue growth and doubling customer count as Chief Revenue Officer, to scaling a 1,300-person team at Salesforce to $2.1 billion in revenue. In Today’s Episode with Larry Shurtz We Discuss: From Robotics Student to $2.1BN Sales Leader at Salesforce How did Larry lead 1300 people to $2.1 billion revenue at Salesforce? What were his takeaways? What did Larry learn about building vertical sales playbooks at Salesforce? Which framework did Larry learn at Salesforce that he still uses at Genesys? Mastering Sales Leadership What are the biggest mistakes sales leaders make on prioritization today? What are Larry’s “3 Rs” to master prioritization? What does Larry think are the most common reasons fast-scaling teams break in sales? Has Larry ever caused bad culture in a sales team? What did he learn from the experience? Does Larry think sales is more art or science? How does Larry blend the two? Building the Best Sales Team How does Larry structure the hiring process for a new sales hire? How big should your recruitment team be?  What are Larry’s most commonly asked questions when interviewing? What were Larry’s biggest hiring mistakes? What did he learn from them? How does Larry structure the comp? How does he get it right? What do most new hires care about today? The Onboarding: The Dos & Don’ts How does Larry structure the onboarding process? Why does Larry onboard new hires with big customers? What is the buddy system? How does Larry tell if a new hire is bad? What are the biggest red flags to look out for? What does Larry mean when he says “You can make all the physical errors, you cannot make mental errors?” Does Larry agree with Max Levchin @ Affirm that “When there’s doubt, there’s no doubt?”