The beginning of Spellbook was also an oddly meditative and spiritual pursuit: Our hypothesis was that if we could access raw reality directly, and disconnect from the sort of "false reality" of popular stories, then we would find alpha in the world.
In some ways the company was a higher level experiment: if we can come to see raw reality with crystal clarity, then alpha should follow. Alpha exists in the gap between popular stories, and raw reality.
We saw business as competitive philosophy. Your score is a direct measure of how good you are at uncovering truth before others.
This continues to provide a great deal of meaning for me: investing and business are a gym that ultimately enable you to build radically clear thinking.
It worked: we raised money for a legaltech company long before it was fashionable (pre-Atrium), and were the first in the world to commercially launch and LLM-based tool for lawyers.
We were making a hard bet that legal AI was needed, based on raw first principles thinking, long before any story had taken hold.
The challenge, though, is that the "raw reality" view that uncovers alpha, is a completely different from the story-telling muscle that excites customers and your team.
The hardest part of business is that you must simultaneously be aware of stories as a pollutant, while still crafting the inspiring stories that ultimately drive most people to action.
Investors/hedge funds have the luxury of only needing to be good at seeing raw reality. They don't need to market their bets. Sales and marketing has the luxury of being able to focus on the stories.
There are very few people who can simultaneously wield the power of stories, while also piercing through the sea of stories, extracting alpha from the raw reality that eludes others.
The ultimate magic is being able to do both.
Realizing how incredibly autistic our early board meetings were for Spellbook:
1. I declared the meeting a “story free zone” because I was worried that stories were too psychologically persuasive, and that they would pull us away from hard data-driven reality
2. Meetings would largely consist of scrolling through like 40 slides of charts sifting for signal. I called this “soaking in the data”
3. In the search for PMF I wanted us to think like a hedge fund making many bets. While we knew the problem we were solving I didn’t want our team to get too tied to any single narrative because I thought it would reduce agility.
4. I never allowed us to think about us as “a company”, but instead as a SWAT team searching for a company to build
5. This approach enabled us to launch over 100 different landing pages with different angles on the way to PMF
Honestly, I think it’s a really good approach pre-PMF. Too many companies get attached to a singular story too early and quit when it doesn’t work out. Startups are 3D chess. There is always a move. Slack was a game company.
However, at Series B/Series C scale you really need stories to align both your team and customers, and you can think much more longterm after PMF.
But I still believe stories are a dangerous dark magic. You can craft an incredibly persuasive story for almost any position. They’re more of a marketing/comms tool than a reasoning/understanding reality tool.