Insights and updates

From emerging regulation to deal mechanics, we write about the questions founders and investors actually ask — practical analysis you can put to work.

Inside Round

An inside round is a financing round led or filled entirely by a company’s existing investors rather than new outside investors.

Two Pizza Team

The two pizza team rule, attributed to Jeff Bezos, is the principle that no internal team should be larger than what two pizzas can feed — practically, 6-10 people.

Leverage (Naval)

Leverage, in Naval Ravikant’s framework, refers to the mechanisms that allow individuals to produce outputs vastly larger than their direct labour inputs.

Two-Sided Market

A two-sided market (or multi-sided platform) creates value by connecting two distinct user groups whose interactions produce mutual benefit — buyers and sellers, riders and drivers, hosts and guests, freelancers and clients. The value of the platform to each side increases as the other side grows.

Compounding (Naval)

Compounding — popularised in startup discourse by Naval Ravikant — describes how small, consistent improvements applied over long time horizons produce outcomes vastly larger than intense short-term efforts.

Solopreneur

A solopreneur is a founder who builds and operates a business as a single individual — no co-founders, no employees, sometimes a small contractor network.

Move Fast and Break Things

“Move fast and break things” was the famous Facebook engineering mantra coined by Mark Zuckerberg in the company’s early years.

Disagree and Commit

“Disagree and commit” is Amazon’s formalised decision-making principle: after thorough debate and decision-making, team members who hold dissenting views commit fully to executing the chosen path. The phrase appears in Jeff Bezos’s 2017 shareholder letter as one of Amazon’s leadership principles.

Idea Couple / Co-Founder Match

The idea couple (or co-founder match) is the pairing of two or more founders whose complementary skills, shared conviction, and durable working relationship form the operational core of an early-stage startup.

Founder Syndrome

Founder syndrome describes the organisational dysfunction that emerges when the same traits that made a founder successful in the startup’s early stages — total control, rapid intuitive decision-making, refusal to delegate critical activities — become structural blockers as the company scales.