Surprised in this otherwise excellent obit of legendary journalist Neil Sheehan, the @nytimes didn't mention that the Nixon admin tried to charge Sheehan and his wife Susan under the Espionage Act *after* the Pentagon Papers Supreme Court case.

So there's a class of puzzles called "river crossing puzzles" which involve having to cross a river on a boat/bridge containing some set of individuals/items with restrictions on which ones can be on the boat/left on each shore, right?

and the most common subclass of these problems is the one where you have 3 items/animals to cross with.
This is alternatively called the "fox, goose, and bag of beans" or "wolf, goat, and cabbage" puzzle.

the idea is that your boat can only carry one item at a time, but if you leave the wolf/fox unattended with the goat/goose, the wolf/fox will eat the goat/goose.
and similarly, the goose/goat will eat the beans/cabbage if left alone

so you have to set up a set of actions that never leaves either side of the river in one of the lose-states.

the solution to this variant being:
1. take the goat/goose over
2. return empty
3. take the wolf/fox over
4. return with the goat/goose
5. take the cabbage/beans over
6. return empty
7. take the goat/goose over

Post Independence, Army wanted to select the most experienced Indian commander as Army chief. But Nehru without consulting anyone appointed Gen Rob Lockhart, a senior British Army officer as the Commander-in-Chief (C-in-C) of the Indian Army.

Most people were shocked to know that Nehru selected a British Man after fighting for independence for over 200 years! Major Gen A A ‘Jick’ Rudra of the Indian Army was completely upset with the decision.

One day Lockhart met Nehru with a strategic plan and proposed many government directive defence policies for the country. He placed it on the table and explained the point to PM Nehru. After a while Lockhart walked out of the room and met AA Jick Rudra,+

Lockhart looked shell shocked and stunned. When asked what happened he said “The PM took one look at my paper and blew his top. Rubbish! Total rubbish! We don’t need a defence plan. Our policy is ahimsa (non-violence). We foresee no military threats. Scrap the army!”

One year after the incident the Kashmir crisis had increased and Gen Lockhart used to exchange ideas with the Gen Douglas Gracey who was commander in chief of Pakistan Army.There were many infiltrations along the border which Lockhart knew and took no action. But Lt Gen Cariappa+

1/ Someone emailed me asking how to break into VC, so I wanted to answer on Twitter where others could see and contribute to the conversation.

2/ “Being a VC” can mean a lot of different things, so it’s worth asking:

What actual activities do you want to do?

- Deep market analysis?
- Be in the flow of information and people?
- Make deals?
- Work closely w/ founders over time (e.g take board seats?)
- Manage capital?

3/ It’s worth specifying what type of VC you might like to become — as there are different archetypes. E.g.

- Benchmark (Lead series A/B - couple investments a year)
- First Round (Lead seed rounds, partner w/ a few companies a year)
- SV Angel (Make lots of seed investments)

4/ Continued:

Expa - Incubate companies

YC / Village Global - Build a platform to help entrepreneurs at scale

Do you want to join a firm or start one? There’s a lot to consider.

Different paths will require different skillsets & sets of experiences.

5/ Since the person who wrote the email is a young person trying to break into VC by joining a firm (and who doesn’t want to start a company), I’ll tailor this tweet storm to that goal. There’s some overlap.

1/ Throughout my startup career, I’ve seen many founders have an aversion to sales. This is a mistake that can kill your startup.

2/ Sales is often viewed as either a saving grace or proof that the product isn’t good enough (because it should sell itself). Neither are ever true. Some common mistakes that result in...

3/ Mistake 1: Hire a sales rep before reaching product/market fit to get your initial batch of customers. This is a mistake because founders need to work through their MVP with early adopters to truly understand what it is they’re selling.

4/ Mistake 2: Reach product/market fit, need to scale, and rely entirely on self-serve. For enterprise products that require big commitments and internal shifts, almost no product is self-explanatory enough to sell itself.

5/ Mistake 3: Make a first sales hire who isn’t scrappy enough to help mold the sales process from scratch. Some salespeople are amazing at their jobs, but not cut out to establish the processes that others end up following. This skillset is what @rdedatta calls a “sales ninja”.