20VC：我从全球100位最佳CEO身上学到的经验 | 与MrBeast共度三周后我学到的 |

是的。

Yeah.

因为这本质上是一场套利游戏，如果你用的工具别人也都用，那你就很难胜出。

Because it's an arbitrage game, if you use the tool that everybody else uses, typically you're not gonna win.

所以我们自己开发了一个平台。

So we just built our own platform.

几个月前，我女朋友去迪士尼玩了，那段时间我正好有四天空闲。

So there was a point several months ago where my girlfriend went to Disneyland, so I had four days free.

于是那几天我去了学校，向亚历克斯和罗斯莉致敬，参加了一个关于AI生成视频广告的课程。

And so in that time, I went to school, Alex and Rosie, shout out, and I did a course for AI generated video ads.

之后，我从社区里找了一批特别优秀的人才。

And then I hired everybody from inside of the community that was really good.

于是我就组建了一个团队。

And so I built a team.

我还从核心团队之外招聘了四位新工程师。

I hired four new engineers outside of our core team.

就在一周内，我招了十个人。

Like, in in one week, I hired 10 people.

那段时间我全天候都在想AI生成内容，目标是每天测试1300条广告。

And twenty four seven, all I was thinking about was AI generated content, and my goal was to get to 1,300 ads that we tested every single day.

我们为此专门开发了工具。

And we just built tools for it.

一开始我用的是N8N，但那些实例老是超时，后来我们就自己搭建了一个平台和网站，能做出非常出色的AI生成内容，还支持一键换肤。

Initially, I built it on N8N, and then all the n eight n instances would time out, so then we built our own platform and our own website that does really, really good AI generated stuff that allows you to reskin.

它会自动把内容发布到Meta、TikTok、YouTube这些平台，还能把我要的所有数据都整理好。

It automatically posts this to Meta and TikTok and YouTube and all the platforms, and it gives me all the data that I want.

我对Manus特别着迷，每天都会看它的报告。

I'm obsessed with Manus, so I'd get, like, reporting for Manus every single day.

那四天过后，我虽然还继续盯着，但把项目交给了一个负责人，结果这个项目做得特别成功。

And then after those four days, I, like, would continue to monitor it, but I assigned a leader for that project, and that project has done really, really well.

所以我们现在完全不用任何外部工具。

So we don't use any external tool.

当然，我们会用上所有大模型，但每周都会换。

Obviously, we'll use all the LLMs, but that changes on a weekly basis.

对吧？

Right?

之前Two表现很好，接着Cling也很棒，然后Cdance也很出色，现在轮到ChatGPT的新图像模型了。

Two was really good, and then Cling was really good, and then Cdance was really good, and now ChatGPT's new image model.

然后呢，Banana其实就是不断测试、不断迭代，找到真正有效的流程。

And then a Banana, obviously, is you just constantly test and iterate and iterate, and you find flows that work.

所以我们干脆自己开发了一套。

So we just built our own.

一天一千三百条广告。

1,300 ads a day.

每天。

A day.

这太疯狂了。

That's wild.

我们该关注哪些结果呢？

What do we look for in the outcomes?

说到底，我是在Speechify工作，而且

The end of the day, I work for Speechify, and

我会说，好的，Cliff，这里有1300条广告。

I go, okay, Cliff, here's 1,300 ads.

对。

Yeah.

你要做的就是把很多东西都扔到墙上试试。

So what you wanna do is you throw a lot of things in the wall.

不管你多聪明，都很难提前知道哪个能带来转化。

No matter how smart you are, you're not gonna know ahead of time which thing is going to convert.

确实猜不到。

You really don't.

你

You

根本不知道。

don't.

你完全猜不到。

You have no idea.

所以首先，你要做测试。

So you'd first, you test.

测试完之后，就看这些指标。

Once you test, you look for the following.

在Meta上，你可以看到广告的点击率、每次操作成本，还能了解每千次展示的成本。

In Meta, you can see the click through rate on the ads, and you can see the CPA cost per action, and you can learn what the CPM cost per thousand impressions are.

如果我们发现获取一个用户并让他付费的成本低于某个数值，就会觉得，这挺有意思。

If we see that the cost of acquiring a user and having him pay is less than a certain amount, we're like, oh, very interesting.

这比其他所有结果都好出一大截。

This is like a standard deviation better than everything else.

我要把这个放进主推计划里。

Let me put it into the main campaign.

现在它要和我们表现最好的广告竞争了，我们给它一点空间。

Now it's gonna compete against our best performing ads ever, and we let it breathe.

如果表现不错，就增加预算。

And if it does well, it gets more spend.

如果表现一般，就减少预算，不行就直接砍掉。

And if it does less well, it gets less spend, then we cut it.

这就像自然选择一样。

And so you just it's like evolution.

把它放出去，看看它能不能脱颖而出。

You put it into the wild, and you see if it performs.

所以每天你都会选出前10名吗？

And so every day, you'll take the top 10?

你会选出

You'll take the

每天我们都会上传1300条广告到测试活动中，没错。

top Every day we upload 1,300 to our testing campaigns Yep.

我们会从中挑选胜出的广告，有时候当天可能没有广告胜出，那样的话就没有任何广告上线。

We'll take of those, the ones that win, might be the nothing won that day, in which case nothing gets launched.

也有可能当天所有广告都胜出了，那就全部上线。

Might be the lot won that day, in which case they all get launched.

然后你就让它们像三月疯狂锦标赛一样逐轮竞争。

And then you let them it's like March madness brackets.

对。

Uh-huh.

就像晋级到下一轮竞争，胜出的广告能获得更多的投放预算。

Like, you just graduated to the next level of competition where you can get more spend.

这几乎就是在复制TikTok和Instagram已经使用的算法：你发一个视频，先给一千人看，如果表现好，就给一万个人看，再好一点，就给十万个人看。

It's almost like duplicating the algorithm that TikTok and Instagram have anyway, where when you post a video, a thousand people see it, and then if it does well, 10,000 people see it, and if it does well, a 100,000 people see it.

如果表现特别好，就能让一千万人看到。

If it does well, 10,000,000 people will see it.

性能广告也是同样的逻辑，只不过你得为每一次播放付费。

It's same the thing with performance marketing ads except you're paying for every view.

我还想再回过头聊聊广告投放的问题。

I do just wanna go back to the ad spend as well.

有一条广告带来了三百万元的收入，你能跟我讲讲这个吗？

You have one ad drive $3,000,000 of revenue.

从这件事里，你学到了什么？

Can you just talk to me about that and the lessons learned from that?

当然可以。

Sure.

我总结出一个‘百大法则’。

So rule of 100.

我去找了很多擅长增长的人，列出了前一百位顶尖创作者，然后挨个采访他们，甚至住到他们家里去。

I had gone and I had talked to all these people who are good at growth, and then I made a list of top 100 creators, and I talked to them, and I'd live in their houses.

那时候我都在自己公寓里拍广告，有些效果不错，但一直卡在局部最优，怎么也突破不了。

And then I was making those ads in my apartment, and some of them were good, but I was stuck in a local maxima, and I wanted to break out to a global maxima.

后来我意识到，要打破这个瓶颈，就得去研究历史上最成功的100条广告——所有让人笑翻的超级碗广告，所有让我感动落泪的，所有拿过奖的。

And my conclusion is the way that I would do that is I made a list of the top 100 best performing ads in history, every Super Bowl ad that was really funny, every ad that I made me cry, every ad that won had a won an award.

我列了大概五百个广告，然后慢慢筛选出最顶尖的一百个。

I made a list of maybe 500 ad ads, and then I whittled them down to the top 100.

接着我逐个研究它们的脚本，重新改写成关于Speechify的内容，之后我还进一步加大了广告的冲击力。

And then I read the script for each one of them, and I rewrote the script to be about Speechify, and then what I would do is I would up the ante on the ad.

通常来说，视频成败的关键就在前三秒。

So the rule in videos typically is you win or lose by the first three seconds.

你的前三秒能留住观众吗？

Do you have good retention of the first three seconds?

但我总结出的规律其实是，决定成败的是视频的第一帧画面，也就是最开头那1080像素的内容。

But the rule I developed is actually you win or lose by the first image of the video, like the first ten eighty pixels.

所以我让视频的开头画面尽可能地炸裂。

And so I wanted the first ten eighty pixels to be as crazy as possible.

要表现Speechify，最直接的就是耳机，于是我找来了鲜红色的耳机。

The way to represent Speechify is headphones, so I got bright red headphones.

我直接戴在头上。

I put them on my head.

我穿上西装，然后进了热水浴缸。

I put a suit on, and then I went into a hot tub.

所以第一个镜头是我戴着红色耳机、穿着西装泡在浴缸里，那时候我头发很长，身后随手扔了一堆乱七八糟的小玩意儿，比如奇怪的照片、书之类的。

And so the first shot is me with red headphones and a suit in a hot tub, at the time I had long hair, and I just threw behind me like the most random knickknacks, like weird photos and books and stuff like that.

我后来创造了一个叫克鲁兹·西尔弗的角色。

And I developed this character called Cruz Silver.

克鲁兹·西尔弗出现在我们很多广告里，他是我的一个化身，特别容易轻信，有点迟钝，但自信得不得了。

Cruz Silver appears in many of our ads, and he's a version of me, and he's very gullible, He's kind of dull, but he has great confidence.

广告一开始是：嗨，我是Cliff，Speechify的创始人。

And so the ad starts: Hi, I'm Cliff, founder of Speechify.

Speechify是干什么的？

What is Speechify?

你把需要读的东西给我们，我们立刻念给你听。

Well, you give us stuff you need to read, and we read it to you instantly.

对，马上就能听。

Yeah, instantly.

这些语音效果怎么样？

Are the voices any good?

不好。

No.

我们的语音其实很棒。

Our voices are great.

然后视频里接二连三出现各种场景，整段特别长。

And then it just goes into all these different scenes, and the video was really long.

我就自己剪辑，做了差不多五十个不同版本，全都拿去测试过。

And so then I edited it, and I made, like my college apps, almost 50 variations of that video, and I tested all of them.

有一个表现还行，另一个更好，二十个完全没效果，有一个却特别出色。

And one did pretty good, and another did better, and 20 didn't perform at all, and one did amazing.

那条YouTube广告直接让公司一飞冲天，连续三年表现都非常好。

And that YouTube ad basically launched the company, took a whole new stratosphere, and performed for, three years straight.

光是在Instagram上，这条视频的曝光量就高达数亿次，每年我都会重新制作一遍。

That video got hundreds of millions of impressions on Instagram alone, and then every year I remake that video.

再说，我还做过那个超级碗的玉米片广告。

Again, I did the nacho commercial from the Super Bowl.

我还拍过那个以赛亚·Old Spice的广告。

I did the Isaiah Old Spice commercial.

为了拍那个广告，我甚至真的弄来了一匹马，然后能拍多远就拍多远。

I literally got a horse for the ad, and just you just take it as far as you can.

效果怎么样？

Did it work?

比如，它们的效果是不是像

Like, did they work like you

你预期的那样？

thought they would?

到底什么能火、什么不行，完全是随机分布的。

It's a complete random distribution of what works and what doesn't work.

你原本以为哪些会火，结果却没起作用呢？

What did you think would that really didn't?

我本以为那个Old Spice广告会彻底爆红，结果才得了三十万播放量。

I thought that that Old Spice commercial would absolutely annihilate and got, like, 300,000 views.

没想到我完全没指望能火的那个视频反而效果惊人。我写了一首关于自己患阅读障碍和ADHD经历的说唱，那首歌居然也带来了三百万美元的收入，真的，靠一首说唱就赚了三百多万。

The one that I did not expect to work that worked amazing is I wrote a rap song about my experience with dyslexia and ADHD, and that thing made us, like, 3 mil also, like, $3,000,000 on a rap song.

你相信内容复用（一鱼多吃）的力量吗？

Do you believe in the power of repurposing?

前几天我们发了一个视频，把美国创始人和法国创始人做对比，结果超级火爆。

We did a video the other day that went super viral on comparing American founders to French founders.

基本上，美国创始人手里几乎没什么资源，就敢说：哦，我们现在是一家万亿市值的公司了。

And basically American founders have nothing and say, oh, we're a trillion dollar company right now.

法国创始人可能只有1亿的收入。

French founders have like a 100,000,000 in revenue.

他们心里想：得了吧，你骗鬼呢。

They're like, nah, you shit.

结果特别火，病毒式传播。

Super viral.

现在团队正把它改造成大约十种不同的形式

And the team is now like repurposing it into like 10 different

当然了。

Oh, of course.

这招特别管用。

That works amazing.

所以，形式才是关键。

So one, formats are the thing that works.

对吧？

Right?

对MrBeast来说，特别有效的一种形式就是阶梯式设计。

So one of the things that works really well for Mr Beast is ladders.

一美元的酒店，一百美元的酒店，一千美元的酒店，上百万美元的酒店。

$1 hotel, a $100 hotel, a thousand dollar hotel, a million dollar hotel.

让从一岁到一百岁的人，全都参与同一个比赛，互相竞争。

Competing where you have people age one to 100, like, all competing against each other in the same thing.

我就被困在岛上啦，诸如此类的。

Like, I got trapped on an island, blah blah blah.

他用的都是同样的套路，只是换了视角和呈现方式。

He does the same formats but changes the view and how it works.

比如‘美国创始人 vs 英国创始人’这个形式就特别好，换成法国人对加纳人，随便你怎么改都行。

So American founder versus British founder is a perfect format, and then you switch it to French versus Ghanaian, whatever you want.

当然，内容复用也很管用。

And then, of course, repurposing works.

同一段内容，你发到TikTok上。

You take the same piece of content, and you put it on TikTok.

再发到Instagram上。

You put it on Instagram.

再发到YouTube上。

You put it on YouTube.

然后换个开头吸引人。

You change the hook.

特别是在效果营销里，发多少次都没关系，因为你发的内容本来就不会自然曝光，根本没人看得见，根本伤不到品牌。

Especially in performance marketing, it doesn't matter how many times you post because you're not going to damage your brand by posting something that will not perform organically because it's behind the wall anyway.

它只会被系统推送给目标人群。

It only gets served.

它一直藏在暗处。

It lives in the shadows.

所以直接试800个版本好了。

So just test 800 variations.

有什么不可以呢？

Why not?

你真在乎转化率吗？

Do you give a shit about conversion?

我知道这可能听起来像是

And I know that's I

我只关心转化率。

only care about conversion.

你看，我们有抖音，播放量很高。

See, because we have TikTok, and we get lots of views.

但能转化回核心播客和核心产品的却很少。

Conversion back to core podcast and core product, very little.

那你觉得这不值得做吗？

Would you say then not worth it?

别费劲了。

Don't bother.

对。

Yes.

真有意思。

Fascinating.

没错。

Correct.

只做能带来转化的事情。

Only do things that result in conversion.

现在有超过五千万人正在使用Speechify，这个纯自然增长的B2C产品让阅读变得特别简单。

So we have more than 50,000,000 people who use Speechify now, the organic B2C product that makes it really easy to read.

如果你不下载应用，不试用，也不升级付费，那就只有两种可能。

If you don't download the app, and you don't start a trial, and you don't convert to paid, there's two options.

一种是，我根本不在意。

The first one is I don't care.

另一种是，我确实很在意你们在解决阅读障碍和注意力缺陷的问题，因为全球有二十亿人患有注意力缺陷、视力低下、自闭症、焦虑、脑震荡，或者正在学第二语言。

The second one is I actually do genuinely care that we solve dyslexia and ADHD, and so there's two billion people in the world that have either ADHD, low vision, autism, anxiety, concussion, second language learners.

我们的理念是，给用户最好的体验，铺好红毯迎接他们。

Our philosophy is we roll out the red carpet for the user, we give them the best experience possible.

你付不起钱也没关系。

You can't pay, that's fine.

你依然能享受到很棒的体验。

You still have a great experience.

所以我把这看作是我们的一种公益方式。

And so I think about that as that's our form of charity.

我们获取用户后，他们可以免费使用产品。

Like, we acquire the user, and they can use the product for free.

这太棒了。

Amazing.

但这没法覆盖广告投放的费用。

But that's not what's gonna cover the ad spend.

所以广告费用是由付费用户承担的。

So the ad spend is covered by the people who pay.

如果你没法让真正的人转化使用产品，那你做这些工作就没意义了。

If you don't get people who actually convert on your product, there's no point in doing the work that you're

你们有没有专门的增长团队负责广告测试、新渠道测试和迭代优化？

Do you have a separate growth team for the ads testing, for the new channel testing, for the iterations?

这些是归市场部管，还是有独立的增长团队？

Is that all in marketing or is that a separate growth team?

全都整合在一个团队里。

It's all in one.

是的

Yeah.

对

Yeah.

没有分开。

It's it's not split.

在增长团队内部有子团队，但都向同一批人汇报。

And there it's like there's sub teams inside of growth, but they all report into the same people.

你看看渠道构成，现在你们的情况是怎样的？

When you look at channel composition, what does yours look like today?

目前我们获取用户最主要的方式还是口碑传播。

It's still word-of-mouth is like the biggest way of us getting people.

对吧？

Right?

就是一个人告诉朋友：嘿。

It's someone telling their friend, hey.

我知道你喜欢听播客和有声书，而且我看你读书的速度挺正常的。

I know you like podcasts and audiobooks, and I can see that you're reading at, like, a normal reading speed.

你就不想读得快三倍吗？

Like, don't you wanna read three x faster?

用Speechify生成AI有声书吧。

Like, use Speechify to make AI generated audiobooks.

这个是最主要的。

That's the biggest one.

我们在苹果平台上表现特别出色。

We crush it on Apple.

去年我们还拿了设计大奖。

So we were, like we won the design award last year.

去年他们一共推荐了我们14次。

We got featured by them, like, 14 times last year.

搜索引擎优化对我们来说特别重要，现在占比已经到百分之十到十五了。

SEO is huge for us, 10% 15% now.

我们15%的用户是通过Chantilly PT自然来的。

15% of our users come organically from Chantilly PT.

在效果营销里，Meta依然是表现最好的平台。

Inside of performance marketing, Meta is still the best winner.

Google的盈利最高。

Google is the most profitable.

YouTube也很不错，尤其是在电脑端。

YouTube is pretty good, especially on desktop.

应用推荐这个方式挺有意思的。

App loving is interesting.

TikTok也挺有意思，虽然规模没那么大，但能带来很强的口碑效应。

TikTok is interesting, but they're not as big, and you have this great halo effect.

你把信息用各种方式传播得越广，就越能播下种子，让人自发讨论、互相推荐。

So the more that you get the message out there in different ways, the more you sow the seeds that results in people talking about it and telling each other about it.

你刚才提到OpenAI，还说你是最早加入OpenAI广告计划的前200人之一。

You said OpenAI that, and you said about being one of the first 200 on OpenAI ads.

从OpenAI的广告中学到的最大经验是什么？

Biggest lessons from OpenAI ads?

你得像做其他事情一样去不断测试。

You just gotta test like everything else.

你觉得会变得特别大吗？

Do you think it will be huge?

当然会。

Of course.

对。

Yeah.

规模会非常大。

Massive.

规模会非常大。

Massive.

规模会非常大。

Massive.

因为它对你了解得太深了。

Because it knows so much about you.

这和Meta的情况一模一样。

It's the same thing as Meta.

对吧？

Right?

我们之前就聊过这个。

We talked about this earlier.

Meta广告效果这么好，是因为它知道你在Instagram上的行为，还有你在WhatsApp上聊的内容，所以能精准投放，转化率自然高。

The reason why Meta ads are so good is because they know Instagram and what you message on WhatsApp, and as a result, they can target really, really well so people convert.

OpenAI掌握着你所有的历史、兴趣，甚至你内心的想法，这跟谷歌成功的原因完全一样——你跟它对话时，意图本来就很强，广告自然容易转化。

OpenAI knows everything about your history and what you're interested in and the inside of your psyche, and it's exactly the same way that Google has built such an amazing business because there's relatively high intent when you talk to it, then the ads convert.

现在CPM高得吓人。

Now it's extremely high CPMs.

但只要你找到能转化的内容，CPM高不高根本不是问题。

But if you find content that converts, the CPMs don't matter.

这一点很多人都没意识到。

And that's something that people really don't realize.

只要转化率高，又有准确的归因，高价的千次展示成本其实无所谓。

Like, it's okay to pay a high CPM as long as people convert and as long as you have attribution.

他们刚推出了用于追踪的软件开发工具包。

They just launched the SDK for tracking.

这真的非常重要。

Like, that's really important.

你现在会买Meta的股票吗？

Would you buy Meta today?

当然会。

Absolutely.

没错。

Yeah.

我觉得Meta是目前被严重低估的股票之一。

I think Meta is one of the most underrated stocks right now.

为什么？

Why?

第一，马克·扎克伯格真是个狠角色。

Number one, Mark Zuckerberg is an absolute savage.

只要人选对了，他就会毫不犹豫地招进来。

Like, he will hire people if they're right no matter what.

第二，在工程和设计都越来越同质化的今天，真正关键的是出色的质检——这个我们待会儿再聊，还有用户获取。

Number two, I think that in a world where engineering is commoditized and design for the most part is commoditized, the most important thing becomes excellent QA, we can we talk about later, and customer acquisition.

谷歌正受到所有大语言模型的压力，但Meta没有。

Google has pressure on it from all the LLMs, Meta but doesn't.

现在Meta唯一真正的压力来自TikTok，而TikTok自从被拆分后，问题一大堆，你也懂的。

The only real pressure on Meta now is TikTok, and TikTok has a lot of issues now that it's been separated, yada yada.

而且扎克伯格已经证明了，他是全球最顶尖的收购高手。

So and Zach also has proven that he is the number one acquirer in the world.

没人比Meta更擅长收购了。

Like, no one acquires as well as Meta.

他们的领导团队简直太棒了。

The leadership team is incredible.

克里斯·考克斯真是厉害。

Like, Chris Cox is amazing.

亚历克斯·舒尔茨也特别出色。

Alex Schultz is amazing.

在人工智能领域，数据才是关键。

And also, in AI world, data is everything.

他们拥有的专有数据比谁都多。

So they have more proprietary data than everybody else.

他们还没搞定模型这块，但我真觉得他们迟早能行。

They haven't figured out the model side yet, but but I really do believe that they will.

我现在看那些正在凭感觉开发新产品的团队。

And I look at all the people who are vibe coding new products right now.

你觉得他们能从哪儿吸引用户？

Where do you think they're gonna get their users?

你刚才说，设计在某些方面已经商品化了。

You said design commoditizes in some respects.

人人都在谈品味。

Everyone talks about taste.

这简直成了2026年的流行词，真是让人头疼。

It's like the new word of 2026, which is like, oh, no.

真正的价值其实就在品味上。

The the value is in taste.

你能帮我解释一下这句话吗？

Can you help me understand that?

这说法是胡扯吗？

Is that bullshit?

不是。

No.

真的不是。

No.

这可不是胡说八道。

It's not bullshit.

其实一切也都取决于品味。

Everything is in taste as well.

我说的设计，指的是真正在Photoshop、Figma、Illustrator、Canva里一帧一帧抠细节、做像素级精准的活儿。

When I'm saying design, I mean the actual grind of sitting in Photoshop, sitting in Figma, sitting in Illustrator, sitting in Canva, and Pixel Perfect making things.

现在我们团队里，大部分领导发邮件都是直接在IDE或者云端代码终端里搞定的。

So we're already at the state that most of my leadership team is sending their emails from inside of IDE, like, Cloud Code terminals.

当然，当我们真要推出新产品的时候，设计还是得上。

Definitely, like, design when we, like, wanna launch a new product.

但我们一开始根本不会专门配设计师。

We do not assign a designer in the beginning.

我们就是先用默认的模板和代码搭个雏形，等差不多了再让设计师进来打磨，让它变得好很多。

Like, we say, just use the default cloth code stuff, and then we'll bring designers after, and they'll make it a lot better.

我们确实会用设计来做用户访谈和体验测试，这些地方特别关键。

And we definitely do use design for user experience interviews and stuff like that, and, that matters a lot.

设计在Speechify里确实很重要，但真正动手打磨的部分没那么关键，剩下的就是品位了。

Like, design is a really important part of Speechify, but the hammer and chisel part of design is not as important, and therefore, the thing that's left is taste.

真正有品位的人太少了。

Very few people have taste.

我在某些方面有品位，但在别的方面，品位就很差。

I have taste in some things, but in other things, I have bad taste.

所以我们请了特别棒的设计师来弥补我的不足。

So which is why we hire really great designers Speechify to make up for my short comings.

所以，没错，品位真的、真的很重要。

And so, no, taste really, really matters.

哪怕只是让你选这个，别选那个，也靠品位。

Even if it's just telling you pick that one, not that one.

我的Figma职位已经跌了40%。

I'm down 40% on my Figma position.

是持有还是卖出？

Hold or sell?

持有。

Hold.

戴伦·菲尔德真是厉害。

Dylan Field is a savage.

戴伦·菲尔德做的任何事，你都该跟着做。

Anything Dylan Field does, you should you should go for.

所以你觉得他们在人文设计里能挺过来？

So you think they survive in an anthropican design?

我觉得能。

I do.

我觉得Figma算是一家抗脆弱性很强的公司，主要是团队太强了。

I also think that Figma is a relatively antifragile company just because it's a really good team.

他们销售能力特别出色。

They're excellent at sales.

他们的品味也非常好。

They have really good taste.

Figma 本身是个很棒的产品，因为 Dylan 亲自写了最初的代码。

Figma itself is a great product because Dylan coded the original thing.

我觉得当时用的是 C++。

I think it was a c c plus plus.

它是第一个能在浏览器里渲染矢量架构的产品。

It was the the first product that would render vector based architecture in a browser.

现在大家都在快速迭代，你是想押注一个创新乏力的老牌巨头，还是押注 Figma 这支团队？

They can do the same thing, and today, what happens is you have a world where everything is moving really Do I bet on an old incumbent that's really bad at innovating, or do I bet on the Figma team?

我会选 Figma 团队。

I would bet on the Figma team.

最终他们可能做出的产品，未必是现在这个版本。

So it might be the product that they end up with.

但我觉得这家公司非常出色。

It's not the product that they have today, but I think it's a great company.

我觉得他们作为上市公司反而更有优势，未来还会继续往上走，表现会非常出色。

I think they're actually benefited by being a publicly traded company, and I think that they'll continue to to rise and do really great.

别忘了，Figma 当初交易时是40倍营收，现在才六倍。

Remember, Figma traded at 40 x revenue, and now they're at six x revenue.

并不是说它不是家好公司。

So it's less so that it's not a good company.

而是市场在回调，这很正常。

It's more so that the market is making a correction, and that's fine.

你们内部用的是Claude Code还是Cursor？

Claude code or Cursor internally?

工程师们平时都用什么工具？

What does everyone use engineering wise?

我们用的是Claude Code。

Claude code.

大概两年前，我们还是Cursor的重度用户。

So we were huge adopters of Cursor about two years ago.

我记得去年十二月就上了Anthropic的团队计划，真搞不懂为啥还有人不转用Cloud Code。

I think I got the Anthropic team plan in December, and it actually drives me crazy that not everybody has moved over to Cloud Code.

很多人会在 Cursor 里通过终端使用 Cloud Code。

A lot of people will use Cloud Code from inside the terminal in Cursor.

我更希望他们直接在 Cloud Code 的界面里使用。

I prefer if they use Cloud Code inside of the Cloud Code ID.

我觉得这样功能更强，不过在 Cursor 里用也没问题。

I think it's more powerful, but it's fine to use it inside a cursor as well.

但最重要的是，你得把它的功能用到极致。

But just most important is you have to use it to the max.

我总是挺惊讶的，有些功能其实得手动开启才行。

And I'm always surprised, like, there's some limitations that you need to enable.

有些人花了三个月才来问能不能开通这些功能。

It took people, like, three months to ask for some of the features to be enabled.

我当时就想，这事儿怎么拖了三个月才来问我？

I was like, why did it take you three months to ask me about this?

我一直在催大家去尝试突破限制。

Like, I'm pushing people constantly to hit limits.

我们快到了，接下来在令牌上的花费可能会超过实际发给员工的工资。

We're getting to the point where soon we're gonna spend more in tokens than we spend on actual salaries.

你意思是，你花在令牌上的钱已经比别的开销还多了？

You're getting to the point where you spend more in tokens than you're doing that?

比如说明年，

Like next year,

我觉得我们花在令牌上的钱会超过其他支出，这正常吗？

I expect we'll spend more in tokens than we'll spend on Is that atypical?

现在看确实不寻常，但从长远来看，我觉得这会变成常态。

It's atypical right now, but I don't think it'll be atypical in the long term.

你不觉得大多数顶尖的高质量公司最终都会走到这一步吗？

You don't you think the majority of great high quality companies will get

三年内就能做到。

there in three years.

对。

Yeah.

你得做个特别坚定的早期使用者。

You just need to be, like, a really strong early adopter.

是所有部门都这样，还是只限于工程团队？

Across all functions or just engineering?

不是。

No.

只限于工程团队。

Across engineering.

只限于工程团队。

Across engineering.

我希望能多花点令牌在增长团队和创意部门上。

I would like to be spending more tokens on our growth team and creative.

我们还没到那一步。

We're not there yet.

要让这事儿合理，我们还得先建立更多测试机制。

We need a lot more testing mechanisms to be put in place for that to make sense.

他们是原生AI用户吗？

Are they AI native?

我知道这话听着特别像风投圈的术语，但我确实在推大家在内部多用AI。

I know that sounds really kind of VC wanky, but, like, I am pushing people to use AI internally Yeah.

这说实话挺让人头疼的，尤其是在增长这块。

Which honestly is kind of frustrating, especially on, like, growth stuff.

我们这儿会拍一些片段，基本上是让他们采访我一小时，然后剪成一百个小视频。

Like so we do clips here where, basically, they interview me for, like, an hour and then turn into a 100 clips.

对。

Yeah.

但你知道最烦的是什么吗？

But you know what actually sucks?

我每次都在同一个工作室穿同一件上衣，看那些网格画面时，简直无聊到爆。

I'm wearing the same top in the same studio, and when you look at the grids, it just looks fucking boring.

是的。

Yeah.

这个其实你马上就能改掉。

It's very easy for you to change that already.

是啊，但是……

It is, but

是我一直在推动他们这么做。

I'm the one who's pushing them.

我的意思是，我正把整个团队拖进AI的世界。

My point is I'm dragging my team into an AI world.

那我可以跟你说说我们是怎么做的。

So I I could tell you what we do.

你记得吧，Speechify 是个语音助手生态系统，有五千万用户，各平台加起来有一百一十万条五星评价。

So remember, like, Speechify is a voice agents ecosystem with 50,000,000 users and one point one million five star reviews across platforms.

我们甚至得教会用户怎么使用AI。

We need to educate even our users on how to use AI.

所以我们第一个助手是个文字转语音工具，能读给你听。

And so our first agent was a text to speech tool that reads to you.

第二个是语音转文字工具，可以用来语音输入。

The second one was a speech to text tool that does dictation.

第三个是播客生成器，你不仅能当主播，还能和两个虚拟主持人一起做节目。

The third one was a podcast generator where you can be in the podcast as well as two new hosts.

之后我们推出了教学型智能体，它会针对文档内容提问你，帮你补上遗漏的知识点。

Then we launched teacher agents that will ask you questions about the document and then teach you back the content gap that you were missing.

现在我们刚推出了Jarvis，专为工作场景设计的语音助手。

And now we just launched, Jarvis, which is the speech right for work.

它能帮你提升工作效率，同时支持企业级应用，比如simbavoices.ai。

It, like, lets you do productivity and then the enterprise simbavoices.ai.

我们一直在教育自己的用户如何使用AI，发现一个功能通常要迭代上百次，用户才会真正接受。

We're constantly educating our own users on how to use AI, and what we found is it takes about a 100 iterations on a feature before the feature gets adopted.

但一旦接受了，使用起来就会非常深入。

But once it gets adopted, it gets adopted really well.

所以你对B端和C端用户的教育，跟内部培训一样重要。

So you need to do the same education for your b to c users as you need to do internally.

我一直在公司里大声疾呼，要求大家必须用 Cloud Code，甚至比实际需要的还要激进，因为我得把大家从右边彻底拉到左边，哪怕他们只走到中间，我也满意。

Internally, I am constantly screaming from the rooftops that people have to use Cloud Code, and I'm more extreme about it than it needs to be because I need to move people from all the way over here on the right to all the way over here on the left, and I'm okay if they meet me in the middle.

所以我就是这么极端。

So I'm just extreme about it.

你要是每天没用掉一千个积分，我都觉得你做得不够。

I'm like, if you don't spend a thousand credits a day, I'm disappointed in you.

我真希望看到这种情况发生。

Like, I need to see that happen.

所以你们把截图发给我，我会拉大家开 Zoom 会议，共享屏幕，给整个工程团队演示我平时怎么用。

And so send these screenshots, and I will get people on a Zoom call, screen share the entire engineering, and I'll show them how I use it.

然后他们会说，蒂姆，你这技术也太牛了吧。

And they'll go, Tim, you're really good at this.

教教我们你怎么做的。

Show us what you do.

泰勒，你在这方面真是厉害。

Tyler, you're amazing at this.

给我们看看你是怎么做的。

Show us what you do.

西蒙，给我们看看你是怎么做的。

Simon, show us what you do.

我们一直在做演示，你得确保大家都知道别人用得有多频繁。

And we're just constantly demoing, and you just gotta make sure that people are aware of how much other people are using it.

如果你现在还没用这个工具，那就像在大家的 Slack 聊天里发个评论，解释一下原因。

And then I'm like, if you are not using this tool right now, it's like a chat in everyone's Slack, comment explain why.

如果你不用，又不告诉我为什么，我们接下来很难继续合作。

It's gonna be very difficult to continue working together if you don't use it and you don't explain to me why.

所以你得告诉我为什么不用，然后我会找你，说服你用起来。

So they have to explain to me why, and then I will call them and convince them to use it.

我给你二十四小时的时间。

And I'm like, you have twenty four hours.

发个 Loom 录屏给我，展示你用 AI 做了什么。

Send me a Loom video with what you use AI to make.

我们之前聊了很多关于令牌匹配的事，结果花在令牌上的钱比花在人身上还多。

So there were so many things that we're we're talking about kind of token matching and spending more on tokens than we are on people.

我觉得特别有意思的是，我翻了翻那些笔记。

I think one thing that was so interesting for me was going through some of the notes.

你说过，逆商比智商和情商更重要。

You said adversity quotient matters more than IQ or EQ.

但大多数人其实并不知道逆商是什么。

I don't think most people know what adversity quotient is.

是的。

Yeah.

在你看来，什么样的候选人或员工最有可能在Speechify取得成功？

What are the leading signals for you of a candidate slash person that is going to be successful at Speechify?

对。

Yeah.

大家总在谈智商、情商，但最重要的其实是逆商。

So people talk a lot about IQ, intelligent quotient, or EQ, emotional quotient, but the most important one is AQ, adversity quotient.

事情变得特别艰难的时候，你表现怎么样？

How good are you when things get really tough?

所以我常拿在非洲大草原上开吉普车来打比方。

And so I think about it to get through a Jeep that's going through the Savannah.

我不想要跑得最快的那辆吉普车。

I don't want the Jeep that goes the fastest.

我要的是不容易爆胎的那辆。

I want the Jeep that's not gonna have a flat tire.

它才能坚持得最久。

They're going to stick with it the longest.

我有个判断标准：有时候你看到一个工程师，能连续八小时死磕一个特别难的问题。

And so there's a heuristic I use for this, which is sometimes you look at an engineer, and they're willing to grapple with a really hard problem for eight hours straight.

大多数人，一遇到困难，半小时就放弃了。

Most people, if it's really hard, they quit after thirty minutes.

但真正推动公司前进的，往往就在熬过五个小时硬啃难题之后，你得有点着魔似的劲儿才能做到。

But the things that really move the company are on the other side of five hours of grappling with a hard problem, and you kinda have to be obsessed to do that.

所以我找人的方式是看那些真正把项目上线的人。

And so the way that I find that is I look for projects that people actually did that they published to production.

比如说你花了四年时间学计算机科学，然后我们约了个电话。

Let's say you went and you spent four years learning computer science, and we have a call together.

我打这个电话的目的不是不录用你。

My goal in that call is not to not hire you.

没有什么比录用你更让我开心的了。

Nothing will make me happier than hiring you.

我只是需要你提供足够的证据，让我相信雇用你是值得的。

I just need to get you to give me the information that proves to me that I can underwrite hiring you.

这场通话的核心，就是让我了解你有多出色，所以我特别想听你讲讲自己做的个人项目。

The whole point of that call is for me to find out how awesome you are, and so I wanna hear about your side projects that you've built.

我希望你能共享屏幕，给我看看你实际做出来的东西。

I want you to screen share and show me the things that you've made.

但如果你连这点事都不愿意做——比如注册个苹果开发者账号，把应用上架到App Store——那说明你根本不想面对这点麻烦。

But if you haven't made them, you're just not willing to deal with a little bit annoying thing that requires to register an Apple developer account and put an app on the App Store.

那些麻烦的小事，比如得搭个 Cloudflare 实例，还得确保你上线的网站三年后还好好挂着。

The little annoying things that require to set up a Cloudflare instance and, like, make sure that your website, like, sticks around three years after you published it.

我得看到这些事真的发生了，最好还能看到你亲手做的点新东西。

Like, I need to see that those things happen, and then ideally, I wanna see something novel that you created.

你不需要是天才。

And you don't need to be a genius.

你只需要愿意动手去做。

You just need to be willing to do the thing.

最后我想说，我有个朋友叫瓦伦丁·佩雷斯，他有句话特别好：斜率比截距重要得多。

And so the last thing I'll say is I have a friend, Valentin Perez, who has a great line, which is a little bit of slope makes up for a lot of y intercept.

你从哪儿开始根本不重要。

It doesn't matter where you start.

重要的是你成长得多快，而成长的速度，直接取决于你愿意承受多少痛苦。

It matters how fast you grow, and the growth rate has to do directly with how much pain you're willing to bear.

我觉得，我在找想投资的创业者时，想法也完全一样。

I think that this is exactly the same when I look for founders that I wanna invest in.

听起来可能有点残酷，但我们确实会关注某些特定的东西。

As awful as it seems, there are certain things we look for.

其中一个就是，父母关系不好的人，往往反而成了特别成功的创业者，可惜的是真的如此。

One of them is like, but struggles in parental relationships often signify very successful founders, sadly.

如果你今天是个投资人，想考察创业者抗压能力或经历苦难的时长，你会建议我问些什么问题，深入挖掘哪些方面？

If you were an investor today looking for adversity quotient or struggle duration in a founder, what would you advise me to ask question, dig deep on with founders?

有一个

There's a

YC 提出的一个绝佳问题：你有没有利用过某个非计算机领域的系统来为自己谋利？

great question from YC, which is what is a noncomputer science system you've hacked to your advantage?

这个问题真的非常好。

It's a really, really good one.

因为我真正想看到的是，你能构建一个系统、学会新东西，更重要的是，拥有超乎常人的渴望、决心和韧性。

Because I'm looking for the story that shows me your ability to, a, build a system, b, learn something, and then, c, have an inhuman amount of desire and will and grit.

所以接下来，我就想看看这些方面。

So I'm then looking for the rest.

反过来，有没有什么特别大的警示信号？

Are there any mega red flags on the flip side?

就我来说，我特别反感那些自称是联合创始人，其实只是负责市场推广的人，根本不是这么回事。

Like for me, I'm like, I hate the people that are like founding GTM advisor, and it's like, no.

根本不是。

No.

根本不是。

No.

你就是个早期的市场推广员工，硬把自己包装成联合创始人，好像每个职位都得是创始人才行。

You're just a GTM hire that was one of the first you know, like, founding this, like, everything needs to be a founding role.

别开玩笑了。

Fuck off.

不，这种情况其实挺多的。

So, no, there's a lot.

第一个就是，任何你能发现对方不诚实的迹象。

The first one is any situation where you can discover dishonesty.

我最讨厌的就是别人给我一个数据，还说‘我提升了X、Y、Z’。

So what I really don't like is when people give me a stat, and they say, oh, I raised the stat x y z.

你越追问，就越发现他们根本在偷偷换分母的定义。

And the more question you ask, the more you realize they change the definition of what the denominator was.

这事儿是我特别反感的一点。

So, like, that's one thing that I really dislike.

第二点就是那些话特别多的人。

The second thing is people who talk too much.

我每句话能收到的有效信息必须足够多。

The amount of signal per sentence that I get needs to be high.

如果信息密度太低，我真不想让你浪费团队其他人的时间。

If it's not, I don't want you wasting the time with the rest of the people on the team.

我们这儿讲究的是执行力。

Like, we're all about execution here.

有时候我会遇到我觉得特别有才华的人。

And so sometimes I'll meet someone who I think is really talented.

他们可能技术能力很强，但就是话太多。

They might even be really technical, but they just talk so much.

我心想，你这么啰嗦，只会惹恼别人，还拖慢进度。

And I'm like, you're just gonna annoy everybody else and get us off track.

我想要的是那种一心一意盯着最重要目标的人。

I want someone who's hyper focused on the accurately one goal, the thing that really matters.

最后一点，别要那些太安逸的人。

And then the last thing is you don't want people who are too comfortable.

我要的是忠诚的人。

You want people who will be loyal.

所以我总会问，是什么让你对Speechify感兴趣，想来面试？

And so I always ask people what made you interested to interview with Speechify.

如果回答得不好，那就不该招，因为找不到他们非来这儿不可的理由，说不定哪天就走了。

And if the answer is bad, we shouldn't hire that person because there's no differentiating reason why they're here, not in another company, and they might leave.

什么样的回答算差？

What is a bad answer?

我想多赚点钱。

I wanna earn more money.

这是个糟糕的答案吗？

Is that a bad answer?

太差了。

Terrible answer.

这样的人我绝对不招，一百万年都不会招。

Never would have hired that person, not in a million years.

为什么？

Why?

因为别人只要多给点钱，你马上就走了。

Because someone else can come and offer you more money, and then you leave.

我们辛辛苦苦花了一年时间把你培养得这么出色。

And after we spent, like, a year coaching you up and making you amazing.

那什么样的答案才算好呢？

And a good answer is?

我有个孩子有阅读障碍。

I have a kid with dyslexia.

我有个侄女患有多动症。

I have a niece with ADHD.

我每天都在用这个产品。

I use the product myself every single day.

这些回答都很棒。

Those are great answers.

我读过泰勒·魏茨曼的一篇博客，讲他高中时跳过了四年半的数学课，期间开发了47款iPhone应用，之后又去斯坦福读了联合学位。

You know, I read a blog post by Tyler Weitzman on how he skipped four and a half years of math in high school and built 47 iPhone apps when he was there, then he went and did his co term at Stanford.

他解释自己如何做出第一个能在iPhone CPU上运行的深度学习模型，我特别欣赏这个思路，真想和他一起工作。

And I really liked his explanation of how he shipped the first deep learning model that worked on the CPU of an iPhone, so I'd love to work with him.

这才是好回答。

That's a great answer.

其实，你只要稍微了解一下这家公司就行了。

Like, just do a little bit of research about the company.

我觉得我得知道人们为什么在那里。

I like I want to see a reason why people are there.

是的。

Yeah.

这个回答更好。

That's a better answer.

我同意。

I agree.

没错。

Yeah.

现金那个一直都不靠谱。

The cash one was always flimsy.

你刚才提到泰勒和多动症，之前还说过读写障碍的事。

You said that about kind of Tyler and ADHD or earlier you said about dyslexia.

最出色的创始人，很多都有读写障碍或者多动症。

The best founders on dyslexic or have ADHD.

你具体说说这个。

Unpack that one.

迈克尔·戴尔有个特别贴切的比喻，就是

So Michael Dell has this great analogy, which

当你经营一家公司时，就像开车，车得适合司机。

is when you're running a company, it's like you're driving a car and you want the car to fit the driver.

所以公司得匹配那个在管理它的人。

So you want the company to fit the person who's running the company.

如果你有阅读障碍，九岁的时候，你在最该擅长的事上表现很差，那就只有两条路。

If you have dyslexia and you're nine years old and you suck at the one thing you're supposed to be good at, which is reading, there's two options.

一条是觉得世界跟你作对，学校一无是处，然后陷入深深的消极情绪。

The first one is you think the world is stacked against you, and school sucks, and you go down this really dark path.

监狱里有百分之四十的人有阅读障碍，而普通人中只有百分之十七有。

40% of people who are incarcerated have dyslexia, even though seventeen percent of the population has it.

另一条路是不断尝试，一次不行就再来，再不行继续，慢慢建立起一种信念：失败没关系，哪怕看起来不可能的事，只要坚持够久，终究会成功。

The second option is you keep trying, and you try again, and you try again, and you develop this belief that it's okay to fail, and that even in things that seem impossible, if you try enough, you'll succeed.

所以百分之四十的亿万富翁也有阅读障碍。

So forty percent of billionaires also have dyslexia.

这太惊人了。

That's insane.

百分之四十的亿万富翁。

Forty percent of billionaires.

是的。

Yeah.

结果你会发现，你得教会自己接受失败，而这正是创业的本质。

And it ends up being the case that you coach yourself that when it's okay to fail, and that's exactly what startups are.

你在让自己面对几乎不可能成功的局面。

You're stacking the odds against you.

你在做一件看似不可能的事，但同时培养出永不放弃的韧性。

You're doing something that feels impossible, but you're developing this a q to never give up.

如果有注意力缺陷多动障碍，那些人绝对不慢，也不懒，更不笨。

If you have ADHD, people with ADHD, they're definitely not slow, and they're not lazy, and they're not stupid.

他们的思维方式本来就和别人不一样。

Their mind just works differently.

我们发现，Speechify的用户如果大脑处理速度是每分钟600个词，但阅读速度只有每分钟200个词，分心是必然的。

And, actually, we find that for Speechify users, if your brain works at 600 words per minute, but you only read at 200 words per minute, of course, you'll get distracted.

如果你一开始就用每分钟600个词的速度听，反而会觉得很过瘾，注意力也更容易集中。

If you start listening at 600 words per minute, you love that, and you stay engaged.

经营公司意味着你得同时负责并理解工程、设计、质量保证、市场推广——所有这些事情都在同时刺激着你。

Running a company requires you to be responsible for and understand the engineering, the design, the quality assurance, the go to market, all these different things are stimulating you at the same time.

有注意力缺陷多动障碍，其实特别适合当CEO。

Being ADHD is actually very good to be a CEO.

问题在于，你怎么从零做到一，再做到十？

The problem is how do you get from like zero to one to 10?

从十做到一百，有ADHD简直是优势，但你要从零做到一百，得自己亲力亲为，还得专注，这真的很难。

Like the 10 to a 100, amazing place to be ADHD, but you gotta go from the zero to a 100 where you're doing all the IC work yourself, where you need to stay focused, and that's really difficult.

所以，作为一家大公司的领导者，有阅读障碍或多动症是优势；但作为那个从零开始亲手打造公司的人，这就不太友好了。

And so it's great to be dyslexic or ADHD as the person who is running a large company, and it's not great as the individual person who needs to build the company.

我这工程师当得真不怎么样，老是东一榔头西一棒子的，但这场对话的即兴感让我特别享受。

I'm being a terrible engineer on this because I'm just jumping around so much, but I'm so enjoying the kind of spontaneity of the discussion.

你提到创业初期得同时扮演好多不同角色。

You mentioned the multiple different disciplines that you have to adopt in the early stage of a company.

你觉得现在还没出现、但五年后会变得特别普遍的职位是什么？

What role does not exist today that you think will be incredibly commonplace in five years' time?

教练。

Coach.

我们在Speechify经常做的，就是教人怎么更好地用AI，逼着他们用得更到位。

So one thing that we do a lot in Speechify is coach people on how to use AI better, force them to use AI better.

我们到现在还在疯狂招人。

So we're still hiring people at a crazy rate.

去年，有17万8千人申请我们开放的工程岗位。

Last year, we had a 178,000 people who applied to work at the open engineering positions at Speechify.

我们有个异步技术挑战，有1万9千8百人完成了。

We have an asynchronous technical challenge, 19,800 people finished that challenge.

我们在招聘优秀人才方面非常在行。

So we're very good at hiring good people.

不过，我们更注重内部员工的辅导，这其实是我一直在内部推动的事，因为管理层手头要处理的事情太多了。

Still, we much more focus on coaching the people who are inside of the company, and this is something that has been my battle internally actually convincing our leaders to do because they have a lot of things that they need to do.

花时间教别人，感觉像是浪费时间，但你必须这么做。

It almost feels like a waste of time to go and spend time teaching other people, but you have to do it.

你非得这么做不可。

You have to have to have to do it.

我有个朋友叫奥斯汀·雷，在Ramp公司，他的全部工作就是教公司上下怎么用AI工具。

I have a friend Austin Ray at Ramp, and, like, his entire job is teaching the organization how to use AI tools.

我们差点就请奥斯汀加入Speechify AI了，没做成这事是我最大的遗憾之一。

And we almost had Austin join Speechify AI, and it's one of my biggest mistakes that we didn't make that happen.

那你们为什么没做成呢？

Why didn't you make it happen?

我们请他当了顾问。

We hired him as a consultant.

我们跟他合作了一段时间。

We worked for with him for a while.

我对他的能力非常有信心。

I had super high conviction on him.

我没法让其他人也达到我那样的信心水平，结果我犯了个大错，没能让大家都达成共识——必须把他招进来。

I couldn't get to the level of conviction I needed from other other people, and I made a huge mistake because I didn't get a, like, resounding, we have to hire him for everybody else.

我根本没去推动这件事。

I didn't do it.

我本该相信自己的直觉，尽全力给他一份最诱人的offer，毕竟他本身就是个高价人选，成本确实不低。

I should've trusted my gut and, like, done everything to give the sexiest offer possible, because he's also, like, obviously a very expensive hire, so there's, like, a cost to it.

我们本该直接给他开价的，因为情况再清楚不过了。

I we should have just given him the ex because it was clear.

他身上完全就是Speechify的文化基因。

He was such Speechify DNA.

你想听件离谱的事吗？

Do wanna hear something nuts?

我投资已经十年了。

I've been investing for ten years.

说白了，我发现自己根本分不清一个项目是7分还是10分。

Basically, what I've learned is I can't decide the difference between a seven out of 10 and a 10 out of 10.

但我特别擅长判断一个项目是1分到7分之间的水平。

But I'm very good at guessing between a one out of 10 to a seven out of 10.

所以，只要创始人质量能达到7分以上，我就该投。

And so basically, anything that hits a seven out of 10 in terms of founder quality, I should invest.

对吧？

Right?

如果我每遇到一个创始人就都投，我现在收益早就翻了17倍。

If I'd invest in every founder that I'd met, every founder that I've met, I'd be 17 x more successful.

天哪。

Wow.

整整17倍啊。

One seven x more successful.

我本可以拥有那笔交易的百分之二点五。

I would have had two and a half percent of deal.

我现在应该持有Flight Support和Vanta的股份。

I'd have a C check-in Flight Support, C check-in Vanta.

我知道这些人都很优秀，但我拿不准他们是不是真能达到十分的水准，说实话，是市场的问题。

And I knew all these guys were great, but I wasn't sure they were, like, 10 out of 10, and the honest truth is the market.

我看到了物流这块的机会。

I saw shipping.

我看到了SOC 2合规这个需求。

I saw SOC two compliance.

我看到了薪酬管理的潜力。

I saw payroll.

我在招聘上也有同样的理念。

I have the same philosophy about hiring.

如果你真能信任一个人，那就值得给他开更高的薪水。

If you can really trust someone, you can afford to pay them significantly more.