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Timestamps are as accurate as they can be but may be slightly off. We encourage you to listen to the full context.
In this holiday special episode of This Week in Startups, Jason Calacanis takes a unique approach by answering pressing questions from viewers and the startup community. The episode covers a range of topics from handling cold VC outreach to the psychology behind extravagant purchases, while also exploring the coexistence of AI agents and SaaS companies in the evolving tech landscape. (00:00) The episode concludes with the final Gamma Pitch Deck Competition entry, featuring AskHumans, an innovative approach to collecting and analyzing organizational feedback using AI.
• Main themes include founder decision-making when investors reach out, strategic considerations for European founders targeting American markets, and the future of AI-enhanced feedback systems in organizations
Jason Calacanis is a serial entrepreneur, angel investor, and host of This Week in Startups. He's a founding partner of Launch, a venture capital firm and accelerator that has invested in companies like Uber, Robinhood, and Calm. Calacanis previously founded successful companies including Weblogs, Inc. and has established himself as one of Silicon Valley's most prominent angel investors with early investments in companies that became worth billions.
Alex Wilhelm is a technology journalist and co-host of This Week in Startups. He has extensive experience covering the startup ecosystem and venture capital industry, bringing analytical insights to founder questions and market trends.
Zach Kidd is the founder and CEO of AskHumans, a platform that helps organizations collect open-ended feedback and act on it at scale using AI technology. His company has processed over a million minutes of recordings and works with clients ranging from private clubs to government agencies.
When venture capitalists reach out cold, founders should control the timing and terms of engagement rather than jumping immediately into meetings. (09:22) Calacanis emphasizes that founders are the precious resource, not investors, and suggests responding with something like "we're not currently raising, but we plan to in Q4 of next year - Q3 would be a good time to talk." This approach creates scarcity and makes the VC more interested while allowing founders to focus on building rather than fundraising meetings. The key is to research the VC thoroughly, track them in a CRM, and only engage with legitimate firms that can add real value.
For founders targeting American markets but receiving interest from European VCs, the location of the investor matters less than their quality and ability to add value. (15:35) Great deals and great investors aren't constrained by geography, and European VCs may actually provide more attention and resources to a European founder than competing for attention at top-tier Silicon Valley firms. The critical factor is conducting thorough backdoor references with portfolio companies to understand how the investor actually performs when supporting startups.
Success brings the temptation to accumulate assets and experiences, but each addition creates cognitive load that can distract from core objectives. (22:25) Calacanis reveals his own struggle with expensive purchases like private aviation and sports cars, noting that every additional property or asset becomes "a little bit of load on your processor." The key insight is evaluating whether purchases actually add value to life or just create more things to manage, emphasizing the importance of staying focused on primary objectives rather than getting distracted by material possessions.
Contrary to industry pessimism about SaaS being wiped out by large language models, specialized vertical applications will continue to provide massive value by offering refined solutions for specific user groups. (24:26) Using examples like ToneBase for musicians and Brilliant.org for learning, Calacanis argues that while people can get basic information from YouTube or ChatGPT, they'll pay for specialized, polished experiences that go deeper. The analogy is that people can get calories from any food source, but they'll still pay premium prices for high-quality specialized products like Wagyu beef.
Organizations often fail when feedback gets massaged or filtered before reaching decision-makers, turning critical input into politicized summaries. (41:26) Calacanis insists that in his organizations, feedback from speakers and founders goes directly to everyone without filtering, even including negative ratings. He sends founder surveys from his personal email and has created systems where low scores (7 or below) go to one chat room and high scores to another. The key is ensuring nobody "shuts off access to feedback" and that honest, direct input reaches leadership to enable real improvements.