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Naval Ravikant
American entrepreneur and investor
Naval Ravikant is an influential American entrepreneur and investor, best known as the co-founder, chairman, and former CEO of AngelList, a platform that connects startups with investors. He has an extensive track record in venture capital, having invested in over 200 companies, including notable successes like Uber, Twitter, and Postmates, with more than 70 exits and several unicorns in his portfolio.34
Currently, Ravikant serves as the Managing Partner at Hit Forge, a venture capital fund he founded around 2007, which focuses on early-stage investments, particularly in social media and technology startups. The fund typically invests between $100,000 and $5 million, with a sweet spot of around $1.5 million.125 His investment strategy has led to significant contributions in various sectors, including AI, media, and cloud infrastructure.
Ravikant was born in New Delhi, India, in 1974 and moved to the United States at the age of nine. He graduated from Dartmouth College with degrees in Computer Science and Economics. Before venturing into startups, he worked briefly at the Boston Consulting Group. His first major entrepreneurial success was Epinions, a consumer review site, which later became part of Shopping.com.34
In addition to his investment activities, Ravikant is known for his philosophical insights on wealth, happiness, and personal development, which he shares through podcasts and social media, garnering a substantial following.34
Highlights
Founders cannot outsource recruiting.
“Recruiting is the most important thing because you need creativity; you need motivated people. Ideally, the early people are all geniuses. They’re self-managing, low-ego, hardworking, highly competent, builders, technical—maybe one or two sellers—but you can’t watch everything. You can’t micromanage everything.
The early people are the DNA of the company. When you outsource recruiting, when you have other people hiring and interviewing and making hiring decisions without your direct involvement and veto, that’s a sad day. That’s the day that the company’s no longer being driven directly by you.
There’s now a fly-by-wire element in between. There’s some mechanical linkage going through another human, often at a distance. And other people are not going to have the same level of selectivity that you will as a founder.
The important size at which a company starts changing is not some arbitrary number, like 20 or 30 or 40. It’s the point at which the founder is not directly recruiting and managing everyone. The moment that there are middle layers of management, then you are somewhat disconnected from the company, and your ability to directly drive a product team that can take the company from zero to one goes away.
So we really cannot outsource recruiting. People think you can. They hire recruiters, for example. Maybe you can outsource a little bit of sourcing, but I would even argue that’s difficult. The reason recruiting is so, so, so important—and a lot of it is obvious, I’ll skip the obvious reasons—but one non-obvious reason is that the best people truly only want to work with the best people.
Working with anyone who’s not at their level is a cognitive load upon them. And the more people they’re surrounded by who are not as good as they are, the more keenly they’re aware that they belong somewhere else, or they should be doing their own thing.
The best teams are mutually motivated. They reinforce each other. Everyone’s trying to impress each other.
One good test is when you’re recruiting a new person, you should be able to say to them, “Walk into that room where the rest of the team is sitting. Take anyone you want—pick them at random—pull them aside for 30 minutes, and interview them. And if you aren’t impressed by them, don’t join.”
When you do that test, you will instinctively flinch at the idea of them interviewing randomly a certain person that’s kind of in the back of your mind. That’s the person you need to let go. Because that’s the person keeping you from having this high-functioning team that all wants to impress each other.”
What you create is an honest reflection of who you are.

