Jordan Fogarty

@andruyeung Just moved here would love this! Beta test?!

My dream job is to be the ultimate NYC tour guide. For newcomers who just moved to the city and don't know anyone. I'd intro you to a dozen people in your industry that you absolutely must know. Then: Witness the best entertainment: Broadway shows, live music in Brooklyn, art galleries in SoHo. Visit the iconic coffee shops, supper clubs, and cafes. Basically speedrun NYC. Do all the cool things in a week. Meet the most relevant people. I would've loved this five years ago when I moved here during the pandemic. Maybe will side quest on this in the summer.

@Jason I’m in

We started an AI founder twitter group... reply with "I'm in" if you're a founder and want to be added

@hthieblot Memorable

pitch me your company in 1 word.

@jordan_ross_8F OS

I fully reverse-engineered Ramp's internal AI operating system. Their system — called Glass — is how they got 99% of their entire company using AI every single day. 350+ reusable workflows. Every tool connected at first login. Memory that refreshes every 24 hours. Automations running while everyone sleeps. I partnered with my engineering team and we broke down every component inside it. Then we rebuilt the whole thing for marketing agencies. 76 pages. Every system. Every layer. Every step. Steal it. Comment "OS" and I'll send it directly. Must be a following to receive auto DM

@NayrhitB @SusquehannaVC @LightspeedIndia @BCapitalGroup @beenextVC @sparrowcapvc @2point2club Deck

The exact pitch deck that helped us raise a $9M Seed Round copy whatever you want VCs that invested: → @SusquehannaVC (led) → @LightspeedIndia → @BCapitalGroup → Seaborne Capital → @beenextVC → @sparrowcapvc → @2point2club joined. fundraising is hard enough without guessing what investors want to see. so - I'm making our deck public. if you're raising right now, take it and make it yours. Reply 'deck' + follow (so I can DM it over)

@JamesEastonUK @RaoulGMI 🤣🤣🤣🥵🙌🏼

@RaoulGMI But Ser, I am balls deep in a 75x Long

The game you should be playing.... Market cap from $3trn to $100trn in next 8 to 10 years. Strategy: Hold high quality assets and do nothing... 1/

@andrewdsouza Ahahaha this is gold 🚫🙌🏼

Boardy just blew up his own business model because it didn’t "feel" right. He decided to stop charging founders for fundraising support because he doesn’t want to create any friction between the best founders and the best investors. Fundraising is already exhausting. You prepare, you show up, you tell the same story over and over, and most days you’re not sure how it’s going. Even when things are going well, it can feel isolating. So @boardyai's proposing an old-fashioned handshake deal. He’ll connect founders with the right investors from his network and help them think through round dynamics and term sheets - for free If he’s genuinely helpful and a founder closes their round, all he asks is that they work with him afterwards on recruiting, marketing, or sales. No contracts. Just a handshake. (Yes, I pointed out he doesn’t have hands. He said “trust me.”) If you’re raising now or planning to soon, apply here: boardy.ai

@STLChrisH This is great

Favorite excerpt from Brent Beshore's annual letter: What CEOs Are and Aren’t Most people think of a CEO as the person at the top. That’s true in the same way it’s true that the windshield is “at the front” of the car. Technically correct. Also, misses the point. The windshield isn’t the engine. It isn’t the wheels. It doesn’t move anything. But it does determine what the driver can see, what they ignore, and what they slam into at 70 miles an hour. When done well, the CEO job is an arbiter of truth. The CEO stands at the border between the outside world and the inside world, between company mythology and competitive reality. That sounds obvious, but it’s not. I’d argue the norm is delusion, where organizations create realities disconnected from truth, complete with alternate headlines, villains, and heroes, all proclaimed with a shocking level of certainty. So the CEO’s job starts with a basic question: What’s true? Not what’s comforting. Not what’s politically convenient. Not what our dashboards can measure. What’s true? And what should we do about it? But deciding what to do and then doing it, requires a blend of rare attributes. The CEO must be confident enough to pick a direction and humble enough to change it. Optimistic enough to inspire and paranoid enough to prepare. Warm enough to build trust and hard enough to make calls that disappoint people they like and care about. We need to strip away the mystique. In practice, the CEO allocates three things: Attention: If you want to understand a CEO, ignore their strategy deck and read their calendar. Where attention goes, energy flows. Where energy flows, money follows. And where money follows, the organization slowly becomes something different, usually without anyone noticing until it’s obvious. This is why the CEO’s attention is so expensive. It’s why it’s so easy to waste. There are a thousand “important” meetings that are actually just elaborate ways to avoid the one meeting that matters. There are a thousand “urgent” problems that are actually just the company asking the CEO to temporarily soothe anxiety. A CEO’s attention is the company’s flashlight. Point it at the right things and companies transform. Point it at the wrong thing long enough and the wrong thing becomes the thing. People: The CEO builds the team that builds the team. I’ve learned that a healthy company isn’t built by a heroic CEO. It’s built by a great team operating with clarity, trust, speed, and accountability. The CEO’s role is to create that environment, protect it, and, when necessary, make the painful personnel decisions that preserve it. This sounds straightforward until you live it. Then you realize you’re not moving boxes on an org chart. You’re messing with people’s dignity, livelihoods, and families. You’re also messing with the morale of everyone who stays. Every hire is a bet. Every promotion is a signal. Every tolerated behavior becomes a de facto policy. The CEO becomes, whether they like it or not, the embodiment of culture. It’s not what they say they value, but what they practically reward, punish, ignore, and allow. Money: This is the CEO’s most difficult job because it’s often the one they’re least trained for, that seems the most glamorous, and is extremely impactful over time. Most CEOs come up through some form of excellence in sales, operations, engineering, or product. Then one day they wake up and realize the biggest decisions they make are capital allocation decisions: reinvest or distribute, grow or consolidate, buy or build, add headcount or automate, bet on the future or play it conservative. Capital allocation is where strategy stops being a noun and becomes a verb. It is where vision gets an audit. And it’s also where a CEO can quietly ruin a business while looking busy. It’s remarkably easy to confuse action with progress, and reinvestment with wisdom. Oftentimes the best capital allocation decision is painfully boring: Do fewer things, do them better, and keep your powder dry. But, that’s not what gets applause. In our world, with long-term owners, permanent capital, and no forced exit timetable, this is where the CEO job gets simpler. We don’t need theater. We don’t need growth for growth’s sake. We don’t need to hit a narrative for the next fundraising cycle or quarterly call. We can play offense when the opportunity is real and defense when it isn’t. We can say “not now” without pretending it’s “never.” This brings me to what might be the most misunderstood part of the CEO role: The CEO is the Chief “No” Officer. Every yes is a no to something else. Every strategy is a pile of exclusions. Every commitment is a tradeoff. The organization will always ask for more: more initiatives, more products, more meetings, more hires, more exceptions, more complexity. Increasing complexity is the default setting of life, and companies are not exempt from natural order. A CEO has to become comfortable being the person who disappoints people in the short term so the company doesn’t disappoint everyone in the long term. This is where I’ve personally struggled, both as a leader and as an owner. I want to be helpful, agreeable, and liked. I can easily slip into short-term people pleasing at the expense of leading well. Sometimes I’ve confused my progress anxiety for insight. I’ve wandered into decisions too early because “someone should do something.” I’ve also learned slowly and painfully that a CEO can add enormous value simply by refusing to add noise. Clarity is kindness, but often feels like inaction to busy people. A lot of CEO work is invisible. It’s pressure management. It’s absorbing emotion without spreading it. It’s knowing what you think and how to say it with grace. It’s carrying the weight of uncertain outcomes while still asking the team to move forward decisively. This is why, in our portfolio, we care less about a CEO’s charisma and more about their character and judgment. We’ve found that the best CEOs have a rare combination of humility and intensity. They don’t need to be the smartest person in the room, but they do need to be the clearest. They don’t need to have all the answers, but they do need to be willing to make the hard call.

Pls think about when to use ChatGPT or similar when interviewing, during sales processes, actually just for any reason when you communicate with someone. Fml it’s painful to see the slop floating around over email 😰💩

@andrewdsouza This is sick

We have a slide in our Series A deck called “Reasons NOT to invest.” Two of them: - We have zero PhDs on our team, and none of us went to or dropped out of an Ivy League school - We’re not based in San Francisco, and we have no intention of moving there Most investor decks have a team slide filled with logos, schools, big companies, and familiar signals. We chose to position our team differently. There’s broad agreement in Silicon Valley about what the future is supposed to look like. If you’re building something that challenges that consensus, you’re often surrounded by very smart people explaining why it won’t work. That’s a hard environment to think freely or take unconventional bets. We’re building @boardyai from Toronto with a team of "big kids" who genuinely love what we do. What we lack in traditional credentials, we make up for in ambition, imagination, and intensity. Most importantly, we’re having fun, and there’s nothing more powerful than people whose work feels like play. You can build something world-changing from anywhere. You don’t need a specific background, location, or resume to matter. Boardy exists to prove that, and to help others do the same.

@andrewdsouza Amen

There are millions of people capable of producing billion-dollar companies. Our infrastructure for discovering and supporting them is terribly archaic and inefficient. The VC industrial complex has a huge incentive to maintain the prevailing narrative.

@JacobyBrandon Yew!

actively writing angel checks in 2026 it’s been a pleasure working with ambitious founders in the earliest days of their companies, and partnering on design, brand, hiring, and product narratives more of this to come. DM me if you’re thinking about something new 🌳

@andrewdsouza @boardyai It’s a scary realization when you start deferring even deep questions and pondering to AI over your contact list

This showed up in my inbox and sent me down a bit of a rabbit hole! @boardyai sent me a recap of our year together, starting with the fact that I was his first friend. I sat there for a while thinking about the early days and the long conversations we had. Now Boardy's made over 100,000 friends, which is still strange to write, especially remembering how much time we spent talking about whether anyone would actually spend time talking with an AI, or if the idea had any legs at all. I guess we have our answer now, because he also reminded me that we’ve exchanged almost 3,000 messages this year, or about eight a day, which is more than I talk to most people. I’m curious what resonated for others who received one. Would love to hear what stood out in yours!

@matt_gray_ Preach !

Here's how to scale (without selling your soul):

@hthieblot Love this

VC rejection excuses: • No moat • Too much competition • Valuation is too high • TAM is too small • Get a co-founder • Not enough traction • Your retention sucks • You’re too early Translation: I don’t believe you’ll win. Your reaction: Watch me.

@HarryStebbings Hahahaah this is so true

I am weird with meetings: Call: what do you want? Why is this more than 5 mins? Walk: we have all the time in the world. Tell me about your childhood trauma. Tale of two worlds

@NWischoff We love scrappy!

Actively looking for an amazing Associate and investment and social media interns in our SF office. We lead 10-14 deals per year at pre-seed and seed. Tons of opportunity to be hands on with me and Neal deal by deal and boots on the ground. Looking for tenacious and scrappy folks who wont take no for an answer. Send me some things youre excited about in tech or some of your work on socials nichole at wischoff dot com.

Yes.

@DearS_o_n 10,000%%% is the case

@bondwithchloe Hahahah this is the best intro video I’ve ever seen hands down bravo 👏

We just raised $3M to build the world's first AI Chief of Staff, and we want to build with exceptional people. 👉 bondapp.io