Think about it for a brief moment. Suspend disbelief. Wind the clock forward 100 years. Do you think, as a species, we will still be struggling with the things that vex us today? Will we still be arguing about the same stuff? We will still be eating Cocoa Puffs? We are at the end of the beginning.

Don't be afraid to have a big vision, but make sure it's a clear one.

Taking a great new idea with an entrepreneurial team that wants to create something significant and trying to build a real company is what is interesting.

Repeat after me: 'There is a very limited amount of easy money.'

One of the consistent characteristics of the tech industry is an endless labelling of technology and approaches.

I think 'Shoe Dog' by Phil Knight is the best memoir I've ever read by a business person.

I wish more LPs would blog to help VCs and entrepreneurs understand them better.

Having read my share of tell-alls over the year, including some that were passed off as autobiographies, I mostly feel sad - sometimes for the writer and sometimes for all the people in his way. I hope that the process of writing the tell-all gives some release and closure on what clearly was an unpleasant and unfulfilling life experience.

I'm glad I get to live in the United States of America.

I believe that all men and women are created equal, but it took our country until 1920 to acknowledge this for women. And then it took until 1964, the year before I was born, to outlaw discrimination based on race, color, religion, sex, or national origin. And same-sex marriage became the law of the land in 2015.

I think one of the brilliant parts of our democracy is how resilient it is. We are each allowed to have our own beliefs and, as long as we follow the rule of law, we can express them however we'd like. This is a unique characteristic of the best democracies and one I value tremendously.

I've been using email since 1983. I started with MH and Rmail, then cc:Mail, then Microsoft Mail, with Compuserve mixed in. Eventually, I ended up using Pine for non-Windows stuff and Outlook for Windows stuff. For a while.

Over the years, I've been involved in many business crises. I qualify this, since my crises have never involved life and death or the survival of the human race. But they are still crises.

A typical leader has - a natural tendency is to be defensive in the face of a crisis. The first reaction is to blame someone - or something - else. Often, the blame is aimed at something abstract or non-controllable, which often has nothing to do with the crisis but is adjacent to whatever is going on, so it's an easy target.

If the crisis lasts moments, rapid action is critical. But if it's simply the beginning of a broader issue, especially one where the root cause isn't known yet, the worst thing a leader can do is act immediately.

As a teenager, my dad taught me about the idea of unintended consequences, and I've had the experience, and how to deal with it, pounded into my soul over the years.

By definition, as a company scales rapidly, it adds people quickly.

As a company grows from 25 to 50 to 100 to 200 to 500 to 1000 people, the characteristics of who is the very best talent in leadership roles will change. It's rarely the case that your leadership team at 1000 people is the same leadership team you had a 25 people.

Stress on fast growing companies comes from a lot of different places. The one that is often the largest, and creates the most second-order issues, is the composition of the leadership team. More specifically, it's specific people on the leadership who don't have the scale experience their role requires at a particular moment in time.

I'm not deeply involved in politics, but about 25% of the people I interact with in politics went to law school.

'Sunspring,' the first known screenplay written by an AI, was produced recently. It is awesome. Awesomely awful. But it's worth watching all ten minutes of it to get a taste of the gap between a great screenplay and something an AI can currently produce.

Q1 is the easiest quarter to make. If you miss your Q1, regardless of the type of revenue you have, you aren't going to make your revenue plan for the year because your budget process isn't accurate.

If you sell a physical product, you have a lot of Q4 upside and unpredictability, but now you have to manage your cash to get to Q4 so that you can invest in building inventory to over-perform.

If you aren't going to make your revenue plan, it's unlikely you'll make your EBITDA or Net Income plan. You don't even have to get complicated and look at Gross Margin or more derivative metrics - if you are off in Q1 and have any sort of growth expectations , you are going to miss for the year.

I'm usually an excruciatingly happy person.

At Foundry Group, we always look for companies that we think build magic into their products. Occipital has been one of those companies.

There are two great fictional TV series about technology and the computer industry that each have now had three seasons. The one everyone knows about is 'Silicon Valley.' The lesser-known one is 'Halt and Catch Fire.'

I have no idea what the economics of the movie business is, especially with all the new Amazon, Netflix, Showtime, AMC, SyFy, and HBO series. But I am intrigued with what feels like a new type of show - the six-to-eight-hour movie. It's a little too long to watch in one setting, but you can watch it over a three- to five-day period.

I wonder if, as the tech to deliver content continues to evolve, we will start seeing the one season / 6-8 hour show that ends at a peak moment rather than is cancelled because it sucks.

Anyone who knows me knows I'm a strong advocate for diversity across all dimensions.

Kauffman Fellows is not necessarily for people just entering the venture industry but for experienced VCs looking to accelerate their growth. The program is centered around established innovation leaders - if you are looking to grow and become a better investor, you should think about doing this program.

I talk often about being intrinsically motivated by learning. It's the primary driver of most of my activity.

When I struggled with a depressive episode in 2013, I realized that I had a glitch in my thinking about my own motivation. I had separated learning and teaching into different concepts.

My weight fluctuates between 205 and 220, depending on how much I pay attention to it.

On a daily basis, I pay almost no attention to the macro.

I've been traveling more and feel like I've figured out a comfortable way to do it. The biggest shift is that I spend my traveling time 'in the moment,' I don't over-schedule when I'm somewhere and instead focus on longer time with less people. I also give myself plenty of me time on the road.

Some Sundays, I read it quickly - other Sundays, I savor it. I generally spend most of my time in 'The New York Times Book Review,' 'Sunday Business,' 'Sunday Review,' and 'The New York Times Magazine.' I turn all the other pages, only stopping when I find a headline that interests me.

When we raised the first Foundry Group fund in 2007, we took over 100 first meetings. We told our story several hundred times. As part of it was a slide called 'Strategy.' I still repeat the elements of that slide regularly, a decade later, as our core strategy has not changed.

I regularly see leaders change what they say because they get bored of saying the same thing over and over again. It's not that they vary a few words or change examples, but they change the message.

My optimism holds that the good guys eventually come out on top.

I watched my parents act as completely equal partners in their relationship, and as a son to a woman I respect immensely, I never thought of gender inequality as a child.

One of my core values is diversity of everything.

St. Louis has a great startup scene and a vibrant business community.

St. Louis is a good example of a vibrant city. Having stayed in a hotel in 2011 overlooking Cardinals stadium when they won the World Series, their fans definitely show up loud and proud.

I hope more cities engage with immigrant entrepreneurs the way St. Louis has - it's a great model.

As I continue to believe that innovation and entrepreneurship are the key drivers to our economic future, it's frustrating to hear such little cogent discussion around it.

I have a long history with Kansas City.

In the mid-to-late 1990s, I was an entrepreneur-in-residence at the Kauffman Foundation working with Jana Matthews on 'learning programs for high growth entrepreneurs.'

In 2013, when Google announced that Kansas City would be the first city in the country to have Google Fiber, I bought a house in the first neighborhood that was being wired up with Google's gigabit Internet.

Periodically, at the end of a conversation, someone will ask me, 'Is there something I can do for you?' I used to answer with 'Do something that is helpful to something or someone in my world.'