Jim Goetz

The risk-seeking part of my personality defined my early days. Accepting dares as an adolescent led to plenty of trouble with the establishment. I eventually learned to channel that spirit productively when I co-founded VitalSigns, which Sequoia eventually backed. But what really shaped my arc was mentorship. When I decided to join Sequoia rather than start another business, it was because I wanted to be mentored by others. For six months, I silently shadowed Michael, Doug, Don and Pierre Lamond to board meetings. They wanted me to see how different they all were, and encouraged me to find an approach authentic to me.

A few years in, most partners hit a period of self-doubt. The lemons have fallen from the tree, but the winners haven’t shown up yet. You think, “I suck.” The psychological elements of venture and seed keep us humble. Prospect theory, domain of gains, and endowment effect all become important considerations. It’s been a joy for me to help younger partners pull through that phase of development.

Trusting and empowering the next generation is something Don, Michael and Doug started—and I’ve been very happy to continue it. Sequoia has stood the test of time because our culture is larger than any of us; it’s not about one person’s power or economic need. You don’t see that much on Sand Hill Road or Wall Street, and I’m honored to be part of it.