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a16z's First Employee on the History of a16z, Venture Capital & Fixing the Government | Scott Kupor

58 min episode · 2 min read
·
Scott Kupor

Episode

58 min

Read time

2 min

Topics

Career Growth, Startups, Fundraising & VC

AI-Generated Summary

Key Takeaways

  • ✓The CAA Platform Model: a16z institutionalized the "phalanx" concept from Michael Ovitz's Creative Artists Agency — instead of one GP handling all entrepreneur needs, they hired domain specialists in talent, business development, and government relations. This disaggregation of the traditional GP role became the firm's core competitive differentiator against established Sand Hill Road firms.
  • ✓Marketing as Category Creation: When a16z launched in 2009, VC firms considered marketing taboo because capital scarcity gave them inherent leverage. Lacking Sequoia's track record, Andreessen and Horowitz deliberately created a new category — "capital plus services" — and marketed it aggressively, drawing criticism from competitors but accelerating fundraising by changing the rules of competition entirely.
  • ✓Early Win Compounding: a16z returned roughly half of Fund I to LPs within 18 months by selling Skype to Microsoft at 4x in under two years. This single outcome allowed the firm to raise Fund II ahead of schedule, which stacked management fees that funded the full platform buildout — demonstrating how one early outsized win can structurally accelerate an entire firm's strategy.
  • ✓Federal Workforce Demographics Crisis: Only 7% of federal civilian employees are under 30, versus 23% in the broader US workforce — a 3-to-1 under-indexing. Meanwhile, 44% of federal workers are over 50. With half the workforce eligible to retire within a decade and no pipeline of early-career replacements, OPM is launching a college campus tour and a Techforce program targeting 1,000 software engineers for two-year government stints.
  • ✓Merit-Based Reform Levers: OPM is eliminating tenure-based promotion requirements, capping top performance ratings at 40% of employees (down from 90%), and directing 60%+ of bonus pools to that top tier. New technical assessments replace self-reported skill questionnaires for hiring. These three changes — accountability at the bottom, differentiation at the top, merit-based entry — form the core of the incentive restructuring effort.

What It Covers

Scott Kupor, a16z's first employee, traces the firm's founding in 2008 through its CAA-inspired platform model, then details his current role at the Office of Personnel Management, where he works to overhaul federal hiring, performance incentives, and retirement processing infrastructure.

Key Questions Answered

  • •The CAA Platform Model: a16z institutionalized the "phalanx" concept from Michael Ovitz's Creative Artists Agency — instead of one GP handling all entrepreneur needs, they hired domain specialists in talent, business development, and government relations. This disaggregation of the traditional GP role became the firm's core competitive differentiator against established Sand Hill Road firms.
  • •Marketing as Category Creation: When a16z launched in 2009, VC firms considered marketing taboo because capital scarcity gave them inherent leverage. Lacking Sequoia's track record, Andreessen and Horowitz deliberately created a new category — "capital plus services" — and marketed it aggressively, drawing criticism from competitors but accelerating fundraising by changing the rules of competition entirely.
  • •Early Win Compounding: a16z returned roughly half of Fund I to LPs within 18 months by selling Skype to Microsoft at 4x in under two years. This single outcome allowed the firm to raise Fund II ahead of schedule, which stacked management fees that funded the full platform buildout — demonstrating how one early outsized win can structurally accelerate an entire firm's strategy.
  • •Federal Workforce Demographics Crisis: Only 7% of federal civilian employees are under 30, versus 23% in the broader US workforce — a 3-to-1 under-indexing. Meanwhile, 44% of federal workers are over 50. With half the workforce eligible to retire within a decade and no pipeline of early-career replacements, OPM is launching a college campus tour and a Techforce program targeting 1,000 software engineers for two-year government stints.
  • •Merit-Based Reform Levers: OPM is eliminating tenure-based promotion requirements, capping top performance ratings at 40% of employees (down from 90%), and directing 60%+ of bonus pools to that top tier. New technical assessments replace self-reported skill questionnaires for hiring. These three changes — accountability at the bottom, differentiation at the top, merit-based entry — form the core of the incentive restructuring effort.

Notable Moment

Kupor describes a Pennsylvania limestone mine where 800 federal employees drive golf carts through underground tunnels to manually retrieve paper retirement files — some dating to the 1950s — to process checks. This system, widely criticized since the 1970s, went unchanged for decades purely due to risk-averse incentive structures.

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Episode Transcript

Tell me what it was like starting a '16 z with Ben and Mark. It was interesting. So let me give you the backstory if I can. So we don't... We sold our last company to Hewlett Packard, right? So we sold in 2007 and a bunch of us had basically indentured servitude to HP for, you know, twelve to eighteen months. And then the summer of 'eight, and remind you, right, you know your history, right? So in March of 'eight, basically Bear Stearns disappears, right? So it's summer of 'eight and Mark and Ben are like, yeah, we're going to do this. We've been... They've been doing angel investing for a long time with their own money and they said, look, it's... It'd be a lot more fun if we institutionalize this thing out and raise money. We were literally having this conversation summer of 'eight and then September of 'eight, of course, Lehman goes bankrupt like overnight and so the world seems to be coming to an end. So I go home one day to my wife, I'm like, good news, I'm going to quit my job at HP which is probably the most stable job you have and join these two guys. And we were actually living in North Carolina at the time because we had a quieter business out there and Ben and Mark had asked me to go move out to run it. I was already, I was, you know, not in California even anymore. So it took me a long time. I hemmed it hard on it. And these guys joke to this day, which I don't know if it's true or they just like to razz me is had I agreed to actually join them sooner that I would have been, you know, it would have been Andreessen Cooper, or what, instead of Andreessen Horace. Now, I don't know if that's true or not, but, so I, my official title was first employee, not actually co founder of the firm, but they started. So I finally kind of Christmas... I I still have these emails. I look back at them. Mark and Ben were like, look, you gotta get off the dime. Gotta figure out what you're doing. And I finally said, okay, like, I'm gonna go do this, but it took me a long time to figure it out. What was the job description? Where did they say There was no job description. This was part of the problem was that's... Yeah. I was like, I was like, what are you doing? I was like, I had no idea. So this was basically... So remember, it was just the two of them, and the job description was actually... Mark and Ben said, look, we're gonna invest, and you need to figure out everything else we need to do to build a firm. And I didn't know what that was. So in the early days, it was literally like going to Costco …

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