The fastest-growing founders achieve outlier results not by working more hours, but by operating differently. They identify the single biggest bottleneck (e.g., low sales close rate), generate high-volume opportunities to test it (e.g., five sales calls a day), and then iterate on their process with extreme speed (e.g., reviewing and shipping changes every two days).

To make culture tangible, create memorable rules with "shock value." At A16Z, being late for a meeting with an entrepreneur costs a partner $10 per minute. This financial penalty makes the abstract value of "respecting founders' time" an unforgettable and enforceable daily practice.

Accel Events justifies its extreme 24/7 support (19-second median response) by the nature of its industry. Unlike arbitrary business deadlines, event dates are concrete and involve thousands of people with plane tickets and hotel rooms. This high-stakes reality requires a support culture built on an intense, non-negotiable sense of urgency.

Unlike a founder focused on one company, a VC operates at the nexus of disparate stakeholder contexts (LPs, portfolio crises, new pitches). This creates a unique 'whiplash' that requires deliberate systems for prioritization and mental management to be effective.

VCs with operational backgrounds value execution over credentials. They screen for founders who show an instinct to act and build immediately, such as launching a splash page to test demand, before raising capital. This "dirt under the fingernails" is a stronger signal than pedigree.

Since startups lack infinite time and money, an investor's key diligence question is whether the team can learn and iterate fast enough to find a valuable solution before resources run out. This 'learning velocity' is more important than initial traction or a perfect starting plan.

Contrary to the belief that success is measured by rapid email responses, the most important people for a founder to be responsive to are their own team. Prioritizing internal communication channels like Slack over an external email inbox ensures the team has the support it needs to execute effectively.

The firm distinguishes between speed (magnitude) and velocity (magnitude plus direction). Founders are encouraged to focus on velocity, ensuring the entire team is moving quickly *in the right direction*. This prevents wasted effort where mere motion is mistaken for progress, a common trap in turbulent markets.

The most sought-after YC companies have rounds that fill and oversubscribe on the first day of fundraising, often within hours. This extreme velocity means VCs who require multiple meetings or lengthy diligence will lose the deal, necessitating a process built for one-call decisions.