a16z Podcast - Ben Horowitz on TBPN: Three Decades with Marc and Building for the Long Game

Episode Date: January 11, 2026

Following the announcement of a16z’s new fund, Andreessen Horowitz cofounder and general partner Ben Horowitz joined TBPN to discuss how Andreessen Horowitz has evolved its firm structure as technology becomes embedded across every sector of the economy. Ben reflects on which lessons from The Hard Thing About Hard Things still apply to founders, why entrepreneurship remains difficult at any scale, and how long-term partnerships shape decision-making inside the firm. He explains the move toward specialized, independent investment teams, how a16z evaluates new markets, and why AI represents a generational technology shift that changes how companies are built and how investors operate. The conversation also lessons from prior technology cycles and bubbles, the role of public policy in sustaining innovation ecosystems, and how founders can navigate modern media attention and public discourse while building durable, long-term companies. Resources:Follow Ben Horowitz on X: https://twitter.com/bhorowitzFollow John Coogan on X: https://twitter.com/johncoogan Follow Jordi Hays on X: https://twitter.com/jordihays Stay Updated:If you enjoyed this episode, be sure to like, subscribe, and share with your friends!Find a16z on X: https://x.com/a16z](https://x.com/a16zFind a16z on LinkedIn: https://www.linkedin.com/company/a16zListen to the a16z Podcast on Spotify: https://open.spotify.com/show/5bC65RDvs3oxnLyqqvkUYXListen to the a16z Podcast on Apple Podcasts: https://podcasts.apple.com/us/podcast/a16z-podcast/id842818711Follow our host: https://x.com/eriktorenberg](https://x.com/eriktorenbergPlease note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see http://a16z.com/disclosures.  Stay Updated:Find a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

We got a lot of criticism from other funds going like, that's crazy. You know, no billion dollar fund has ever returned money. If you look at AI, the technology is like working and getting to the world right now. With everybody talking about a bubble, I was like, oh, great, we're not in a bubble. Because it's when nobody believes it's a bubble, that it becomes a bubble. The tech industry itself used to just not be that big. And now the tech industry is all industry. Following the announcement of A16Z's new fund, Ben Horowitz joined TBPN to discuss how

Andrewsend Horowitz has evolved its venture firm structure as technology expands across every sector of the economy. Drawing on decades of operating and investing experience, Ben reflects on why entrepreneurship remains difficult at any scale, how long-term partnerships influence decision-making inside a venture firm, and why specialization and independence have become central to A16Z's model. He explains how the firm evaluates new markets, adapts to faster technology cycles, and stays close to founders while operating at scale. The conversation also covers Ben's perspective on AI

as a generational platform shift, how it's changing company formation and investor judgment, how to think about market size and fund scale, and what founders should understand about navigating media attention and public discourse while building durable long-term companies. Let's get into it. We have Dan Horowitz, the founder,

of Andrewson Horowitz, the Horowitz in Andrews and Horowitz. Ben, how are you doing? Welcome to the show. Good. How are you guys? We're fantastic. Massive news today. Congratulations, obviously. We'll get into the fun structure. I'm sure we'll have a bunch of questions there. I wanted to kick it off with a reflection on your book, The Hard Things, the Hard Thing about Hard Things. What is the one piece of advice that you think has aged particularly well from that? What has never changed? And then, maybe you could take me through some things that might have changed in this era, bigger companies, AI. What do you go back to and what do you maybe think needs an update?

Yeah, well, like, I think it's still like really hard to be an entrepreneur. And one of my favorite quotes in the book is something Mark said to me, you know, when things were extremely bad, he said, you know, one day we'll look back on this, chuckled nervously and changed the subject. I think someone has to succeed those 18 days. Yeah. Yeah. The only thing you always say is things get darkest before they go completely black.

Yeah. I mean, it's underrated how long you two have been in partnership beyond just this firm. You've worked together for so long. 30 years. What a run. An overnight success. A true overnight success if there ever was one.

How do you two like to work together now? How is the day-to-day working at the firm? Yeah, I mean, I think that it works pretty well. I mean, we have pretty different roles. So I run the firm. And then, you know, Mark is kind of, in a lot of ways, the face of the firm. And he also, you know, he gets very deep on specific things.

So policy, AI. are kind of the two things that he's like super focused on right now. Yeah. And, you know, he has many, many ideas about, you know, running the firm and I have many ideas about things he does. And so, you know, it's very collaborative, I would just say. And, you know, we argue all the time about everything. That's great.

As any good part of it does. Sometimes he's right, sometimes I'm right. Yeah. Well, how is the structure of running the firm? How is the structure of the firm changing in this era? obviously the numbers are bigger, but on the fundraising side, but maybe not on the team side,

what's changing? Is there anything that you've felt like this technology shift requires different management of the firm? Yeah, no, for sure. I think that, you know, what's happened is where we have such a powerful new technology platform that the number of really important companies that will be created out of it

has just multiplied. And the tech industry itself used to just not be that big. Yeah. And now the tech industry is all industry. Yeah. And that change is kind of what really changed the architecture of the firm. So originally, you know, we looked like every other venture firm. We were, you know, a team of venture investors.

You know, we were a little different in that we had a more elaborate platform. Yeah. But now what we've done is we've kind of subdivided the technology. market into all of its sub-market. So, you know, infrastructure, applications, you know, crypto, early-stage stuff, bio, these kinds of things, American Dynamism. And each of those teams is basically looks like the original Andreessen Horowitz, but they're independent of each other. And that enables us to both kind of cover the whole market in a very, very serious way,

but also be nimble and not have, I mean, you don't want 20 people in a room talking about a deal. You're not going to get to the truth like that. You know, just in my management experience, it turns out you can't have a conversation, 20 people. You can have a presentation. How do you think about empowering the firm or the subteams to become subject matter experts and actually investigate and prosecute deal theses in entirely new markets? where no one in the firm might have ever done an oil and gas deal or a solar deal or some bio thing that's entirely new. And you have a team, but there's new markets forming and new markets coming online as potential transformation targets for technology.

How are you keeping the firm sharp on every corner of the global economy? Yeah. So a lot of times, you know, there are super experimental things that we'll look at, but we don't necessarily kind of build the organization. around yet. And then, you know, but once we commit the flag, then that, you know, our big commitment would be, okay, we'll create a fund around it. So, you know, we did that with crypto. We made the Coinbase investment before we had the crypto fund.

But then we, as we got into it, we said, well, like, this is going to be a larger market. And it's super different than everything we're doing. So we need to commit around that. more recently, you know, with AI, AI, like the way you build AI companies, the nature of the AI founder is just so different than everything that we've seen before that we ended up bringing in a lot of expertise from the outside. We kind of reoriented everybody on the inside. Like, we actually had, you know, a huge amount of training materials and, like, you know, basically exams to make sure that, you know, everybody who has worked on that, you know, everybody who is work on,

that was what we call AI Native and understood like all aspects of it before getting into it just because, you know, these things do tend to be different. And this is why you see a lot of people age out of venture capital and then a lot of kind of firms be down what they once were. You know, they were very important in 2015. But they didn't necessarily make the transition. They didn't bring in the right kind of talent. Yeah.

When you're managing the firm, how do you think about the dividing lines and the walls between different funds? We've seen just with the neoclouds, a lot of those folks started as crypto companies. Then they became AI companies. But they're building things at such massive scale. I wouldn't be as surprised to see them in an American Dynamism portfolio because they're sort of reindustrializing. So are you the person that the firm, that one of the subdivision leaders comes to to say, I want this in my fund. How does that work?

Yeah. So there's not that much conflict in that, you know, the categories are pretty clear. There are, you know, it happens occasionally where they bump into each other. But, you know, for the most part, it's like, what are you really trying to do? And then the entrepreneur will gravitate towards one of the funds based on what they're trying to do. like we want to sell things to the government. Yeah. Okay, that's likely going to go into American dynamism, whereas like, okay, we've got, you know, eight PhDs in AI.

That's almost certainly going to end up in infrastructure. Yeah. You know, kind of model world and that kind of thing. Yeah. And so, you know, it's really matching that the funds are, you think about markets of entrepreneurs, and the funds are designed to address that market of entrepreneurs. and those tend to be fairly distinct. Now, sometimes, you know, people will try to game us

and get rejected by one part and then they'll go to it. Okay. We have very, very, very good, comprehensive data on everything we've seen. We've got extremely good systems, so we catch those people. That's good enough. When did you realize a $15 billion fund was possible? Was it, did you imagine this kind of scale was possible from inception? or was it a

did you build that? Yeah, no, our first fund was $300 million. So we definitely weren't thinking about it then. We thought 300 million was a lot. And people thought we were raising too big a fund in 2009. But now, like, what we've done is we've kind of looked at the markets and said, okay, you know, how big is this market? And then what kind of fund do we need to kind of win in that market?

and generate a large return. And, you know, we tend to have a relatively optimistic view of the future. I think there are some, like, cynical VCs out there. And like, when I was the boy, don't you raise it in parentheses high. She's like, play the game on the field. Yeah, we like to look forward and not look backwards. And so as a result, like, something, you know, I think we have done a good job of getting ahead of the game. Like, when we raised Fund 3, which was a billion dollars,

we got a lot of criticism from other funds going like, that's crazy, you know, no billion dollar fund has ever returned money. Yardy, already, arty, already, already. And we're like, well, okay, but like the world didn't look like this and software's eating the world and things are getting bigger. And we think that like we can deploy a billion dollars. And, you know, that fund, you know, had Coinbase and Databricks and Lyft and DigitalOcean and GitHub and like a lot of big output.

And I'm reading that much money, it'd be a problem. Yeah. On that note of optimism and understanding the scale of the Internet as it eats the entire world, how did you process the bubble talk that took place in the back half of 2025? Well, you know, I was CEO during another bubble. Yeah. So I know a lot about bubbles. Look, I think that – so there's a couple of things that I learned from the bubble.

bubble that we were in. Sorry, sorry. We keep a bubble gun handy. Yeah, look, you know, one of the things, if you look back at that bubble, there were a lot of things that were present then that are definitely not present now. So like probably the biggest thing,

the internet, everybody knew the internet was going to be giant. But at the time that everybody was investing all the money, the internet was very, very small. So if you go back to 1996, at Netscape, we had 90% browser share and, you know, we had $50 million in revenue. So the entire, or we had 50 million users, sorry, 50 million users. So the entire number of people on the internet was 55 million. Yeah. So like, so you're funding these companies and giving them a $10 billion valuation selling into a market of

55 million people. Like, and then half of those were on dial-up. So it was limited. what you could do. And so those valuations were running way, way, way ahead of the technology is kind of what caused the bubble. You know, if you look at AI, the technology is like working and getting to the world right now. Like how many people are on chat GPT and, you know, how is that business going? It had, I think, zero revenue in November of 2022.

And I don't know what the current number is, but it's probably between 15 and 20 billion. Yeah. Like, we've never seen that before. So the things are working, like the things that were bubblicious in 99 aren't quite the same. But, you know, to me, the biggest thing that I learned was right before the bubble burst, nobody thought it was a bubble. Warren Buffett, who had never invested in any tech in early 2000s, started investing in tech. So everybody capitulated and agreed prices would never go down. Like that's what you need to get to a bubble.

It's a psychological phenomenon, you know, not a financial phenomenon. And so, you know, right now with everybody talking about a bubble, I was like, oh, great, we're not in a bubble. Because it's when nobody believes it's a bubble that it becomes a bubble. Same with the financial crisis, by the way. If you look at the price, you know, the kind of interest you pay on like home loan debt in, in, in, in, in, in, in, 2007, it was the lowest in history. Yeah. Right before it all came crashing.

It should have been the highest. Right before everybody defaulted. Yeah. You know, it was the lowest in history. And that's because it was a bubble because everybody believed, hey, they're not building any more land anymore, you know, like that's what's going on. And so once you get into that kind of psychological convergence, that's when you really get into like a really crazy bubble. Now, look, in venture capital, everything is always priced at either half or double what it's worth.

like that's the steady state. And so are there going to be things that are, you know, priced way too high? Yeah, of course. Speaking of land, how are you processing the move out of California, the news in California of the wealth taxes? A lot of folks are saying that, you know, California might shoot themselves in the foot, kill the golden goose. How have you been processing the news? Yeah, I mean, so it's very kind of like an interesting. kind of view of the world, I think, that the, you know, the groups in California have been kind of pushing this idea. So, you know, I go all over the world. I've met, like, in the last year, you know, the president of Mexico, the president of El Salvador, you know, the crown prince

of Saudi Arabia. So, like, I'm always with world leaders or I've spent a lot of time with them, and they always want to know, like, how do we create Silicon Valley here? and when you look at we want a golden goose we like your golden goose we want one it's pretty remarkable that like

we've repeatedly created companies with larger kind of GDP than most countries like routinely we've done that and so rather than asking

like how did we do that it's like well how can we like rearrange it and you know run an experiment and see if it destroys it or not. And so I think that's probably the weirdest part of it for me that people would think about it that way. Like, I mean, if you start confiscating wealth and, you know, taxing unrealized capital gains for people who aren't liquid, like, so actually we saw this

in Norway. So Norway has an unrealized capital gains tax. And if, in Norway's got like a lot of extremely smart people, great entrepreneurs, but they all left. And when you talk to entrepreneurs in Norway, they're like, well, I literally can't pay the tax because the company got marked up, whatever, a billion, $2 billion. And I own a lot of it. And I can't get that money out. It's a private company. And so I'm stuck. So I have to leave the country.

And there are no entrepreneurs. There is basically no tech entrepreneurs in Norway now. And if you wanted to get, it's been so hard to break the Silicon Valley network effect, but this is the best strategy I've seen. If you wanted to break the California Tech ecosystem. How are you processing? It feels like today we have this incredible optimism within the technology industry, this incredible excitement.

And then outside of the technology, you know, your neighbor or somebody nearby has like this, it feels like this real tension and kind of fear from broader society. about the work that is being done within the technology industry. And you see interviews that, you know, AI leaders will give where they'll say we're summoning the demon or they'll say, you know,

you know. Not the most optimistic storytellings. We're going to end, the world will end, but we're going to create some great companies. So I think people like this, these interviews and these quotes spread so quickly, a lot of people have heard them.

And the question from the broader populace is like, hey, do we need to do this? What's the optimistic vision? Yeah. Or can we stop, right? and obviously technology is, you know, proven to be somewhat inevitable, relentless. Yeah, yeah, yeah. So I think the good news is it speaks to the importance of the moment.

So this is on the order of the microprocessor, the steam engine, or something, or electricity, or something like that. And those things all turned out to be, like, really good for humanity. Was there that much with electricity was there like the level of, fear runs. Because there was people that would like go and obviously I know the stories of people that would like, their job was to light the lamps. Right. Oh, yeah. Like if you go back and read about the beginning of electricity, it's wild.

Well, they made a law. When automobiles first came out, there was a law in the United States that said, if you're driving your car and you see a horse, you have to stop the car, disassemble it. And wait for the horse to pass. It's like it was down level That was the regulatory idea So yeah I mean I think By the way watches were the same

You know when watches came out There was like huge fear that like people would never Be able to have a conversation again Because they'd be just checking the time Always And so Yeah these technologies like generate a lot of fear But I think that

You know the good news on it is You know this one is really important I think that the impact into the well-being of humanity is going to be bigger than certainly anything in my lifetime. And, you know, one of our bigger problems, I think, is there are people in the industry going for regulatory capture who kind of feed into the fear. And then, look, there are also people who have just, you know, it's moving so fast that is actually freak them out who are working out. And that's, um, how do you advise,

how do you advise, uh, portfolio founders or, or even people at, at the firm, around processing noise. I think historically, you know, there wasn't like this constant chatter, right? We have like X now, which is like a constant, you know, stream of consciousness from millions of people that are sharing their opinion.

And it's, you know, I know a lot of entrepreneurs that, you know, one day everybody's saying that they're the greatest thing ever. And then the next day, you know, people start to criticize and how do you kind of like, what guidance do you give there? Yeah, well, I think, I think that the world of media changed.

And I think it's tricky for people and companies to process because if you grew up in marketing or in old media, your whole concept of the laws of physics is different. So in old world, you were always thinking defensively because there were very few channels to get your message out. The format was very tight. You know, you could get a quote in here, you could get a few sentences before the host cut you off or whatever.

Yeah, you know, you guys watch CNN from time to time. Yeah. And so like in that world, the way you would think about media is just like, let's make sure we don't say the wrong thing. Let's spend hours and hours crafting message and so forth. You know, in the new world, it's like wide open. There's media everywhere. The formats are whatever you want it to be.

And so the right kind of way to think about it. it is you have to be interesting and don't worry about making a mistake because you can just come back tomorrow and flood the zone you know like just keep going and that uh i think it's i found it very very difficult to reorient somebody who has spent a career in old media world kind of thinking in a new media way um and so the biggest thing that like i really talked to our CEOs about is like you've got to approach the, you have to approach new media with new media thinking, new media people, that kind of thing.

And it really, it's a remarkably opposite world. It's like, you know, it's like you're landing on Mars and you're like, well, what the fuck happened to gravity? Different. And you can't even say, well, no, gravity is different here because it's like, no, no, gravity just is. Like, I can't deal with the fact that that's just, that's just the truth.

Yeah. Well, we would love to keep talking about media. Yeah. Very few things that we enjoy. We should ring the gone. But we know you have a late, you got late fees if you're late to meeting. So this gone is for the whole A16C team.

Congratulations. And we won't keep you any longer, but come back on again soon and congratulations. Thank you so much for taking the time. We'll talk to you guys. We'll talk to you soon. Goodbye. Thanks for listening to this episode

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