Pat Grady

People and markets. These are the two core primitives in our business. Investing in a Person In 2019 we invested in Kais Khimji - not as a founder, but as a partner. Here is an excerpt from our investment thesis on Kais: Long term, Kais has a chance to be exceptional. Dating back to high school, he has always been the hardest worker in the room. His appetite for learning is exceptional. He is thoughtful about companies and people. He takes initiative. He receives feedback well, and he acts on it.

Years ago, some leading researchers told us that their objective was AGI. Eager to hear a coherent definition, we naively asked "how do you define AGI?". They paused, looked at each other tentatively, and then offered up what's since become something of a mantra in the field of AI: "well, we each kind of have our own definitions, but we'll know it when we see it." This vignette typifies our quest for a concrete definition of AGI. It has proven elusive.

IT is one of the most critical functions inside any company. Every employee depends on it, every system flows through it, and almost every operational challenge eventually becomes an IT problem. When IT slows down, everyone feels it: employees are blocked waiting on support, onboarding is painful, rolling out new tools gets bottlenecked, and entire company initiatives end up stalled. Yet despite IT's central role, the last decade of tooling has not truly empowered them.