Talking about combining skills, you said that you should learn to sell, learn to build.

If you can do both, you will be unstoppable.

This is a very broad category. I have two broad categories. One is building the product,

which is hard, and it's a multivariate that can include design, that can include development,

that can include manufacturing, logistics, procurement. It could even be designing and operating

a service. It has many, many definitions, but in every industry, there is a definition of the

builder. In our tech industry, that's the CTO, it's the programmer, it's the software engineer,

hardware engineer. But even in a laundry business, it could be the person who's building the

laundry service, who is making the trains run on time, who's making sure all the clothes end up

in the right place, the right time, and so on. Then the other side of it is the sales side.

Again, selling has a very broad definition. Selling doesn't necessarily just mean selling individual

customers, but it could be in marketing. It could mean communicating. It could mean recruiting.

It could mean raising money. It could mean inspiring people. It could mean doing PR.

It's a broad umbrella category. Generally, the Silicon Valley startup model tends to work

best. It's not the only way, but it is probably the most common way. When you have two founders,

one of whom is a world-classed sales, and one of whom is world-classed building. An example,

Steve Jobs and Steve Wazniak with Apple, Gates and Allen probably had similar responsibility

early on with Microsoft, Larry and Sergey broke down along those lines. It's a little different

there because that was a very technical product delivered to end users through a simple interface.

But generally, you will see this pattern repeated over and over. There's a builder and there's a

seller. There's a CEO and CTO combo. Venture and technology investors are almost trained to

look for this combo whenever possible. It's sort of the magic combination. The ultimate is when

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