{"success":true,"count":6,"items":[{"videoId":"9fMIY5Rf_Ko","chunkIndex":0,"totalChunks":6,"title":"Harvey CEO Winston Weinberg: Why You Should Reinvent Yourself Every 4 Months — Part 1 of 6","thumbnail":"https://i.ytimg.com/vi/9fMIY5Rf_Ko/maxresdefault.jpg","duration":3382,"uploader":"Sequoia Capital","youtubeUrl":"https://www.youtube.com/watch?v=9fMIY5Rf_Ko","keywords":["startup","leadership","management","hiring","decision-making","scaling","founder-story","business"],"normalizedKeywords":["리더십·매니지먼트","비즈니스·전략","커리어·성장"],"targetAudience":[{"who":"창업자","why":"급성장 조직에서 무엇이 깨지는지와 리더의 역할 재설계를 배울 수 있음"},{"who":"경영자","why":"빠른 의사결정, 조직 구조, 우선순위 설정의 실전 감각을 얻을 수 있음"},{"who":"스타트업 팀장","why":"스케일이 커질수록 생기는 혼선과 책임자 부재 문제를 이해할 수 있음"}],"normalizedAudience":["창업자·스타트업","지식노동자 일반"],"summary":"이 영상은 Harvey의 CEO Winston Weinberg가 초고속 성장 중인 회사를 어떻게 운영하는지, 그리고 그 과정에서 리더가 어떤 방식으로 계속 '재창조'되어야 하는지를 이야기한다. 그는 성장하는 조직에서는 매번 다른 병목이 생기고, 그때마다 새로운 리더십 채용, 구조 변경, 불필요한 기능 제거가 필요하다고 말한다. 또한 의사결정을 미루는 것보다 빠르게 틀리고 빨리 수정하는 편이 낫고, 조직이 커질수록 '누가 결정자인가'를 명확히 하지 않으면 아무것도 스케일하지 않는다고 강조한다.\n\n전반적으로 이 대화는 급성장 스타트업의 내부 혼란, 높은 기대치, 그리고 CEO가 문제에만 매달리다 보면 강한 부분을 더 키울 기회를 놓칠 수 있다는 양면성을 보여준다. 핵심 메시지는 '좋은 CEO는 축하보다 병목 제거에 집중하고, 일정 주기로 자신의 역할과 조직 구조를 다시 설계해야 한다'는 것이다.","insights":["빠른 성장은 CEO의 역할을 주기적으로 바꾼다.","의사결정 지연은 성장보다 큰 병목이 된다.","조직이 커질수록 '누가 결정하는가'가 핵심이다.","문제만 보면 강한 영역의 확장 기회를 놓친다.","스케일링은 제품보다 조직 구조의 전쟁이다."],"keyClips":[{"clipId":"9fMIY5Rf_Ko:c0:1-4","startSegmentIndex":1,"endSegmentIndex":4,"startTime":1.91,"endTime":30.08,"durationSeconds":28.2,"preview":"실패를 허용하는 문화","mustSee":true},{"clipId":"9fMIY5Rf_Ko:c0:27-39","startSegmentIndex":27,"endSegmentIndex":39,"startTime":192.879,"endTime":308.4,"durationSeconds":115.5,"preview":"급성장 조직의 내막","mustSee":false},{"clipId":"9fMIY5Rf_Ko:c0:40-55","startSegmentIndex":40,"endSegmentIndex":55,"startTime":308.4,"endTime":433.039,"durationSeconds":124.6,"preview":"문제만 보는 CEO의 함정","mustSee":false},{"clipId":"9fMIY5Rf_Ko:c0:59-64","startSegmentIndex":59,"endSegmentIndex":64,"startTime":452.88,"endTime":521.36,"durationSeconds":68.5,"preview":"4개월마다의 재설계","mustSee":false},{"clipId":"9fMIY5Rf_Ko:c0:66-79","startSegmentIndex":66,"endSegmentIndex":79,"startTime":529.8389999999999,"endTime":604,"durationSeconds":74.2,"preview":"결정권이 있어야 움직인다","mustSee":true}],"curatedSegments":[{"segmentIndex":39,"text":"Um, and I really believe that like it feels like every six months you have to like reearn your position in the market and that trickles down through the whole company where you have to reearn your position at the company, including myself like and every six months you absolutely have to change and if you don't, I think you just break.","startTime":289.04,"endTime":308.4,"durationSeconds":19,"level":"C1","overallScore":9.8,"rationale":"핵심 철학과 변화 원칙이 매우 선명함."},{"segmentIndex":15,"text":"the okay so I can say the number one thing that I've learned from like a hiring perspective which is the main thing that I ask seuite now to do if I'm going to hire them or VP as well is can you draw out what your org would look like in six in 3 months 6 months and a year >> it is insane how many people can't do that like it is wild to me that is really hard for people to do >> um and there's different levels of your ability to do that right like there is the ability of can you describe like oh yeah I need a VP of this region and then a VP of that region and things like that whatever no it's actually like can you map out every single one of those hires what they do and can you think of who would be a good person or who would be a good fit for it right >> that is like the number one thing that I see when I hire leaders and they don't scale is they're they do the same thing that I do poorly or did poorly and I think I'm getting better at which is what is your leverage team around you, right?","startTime":695.519,"endTime":727.279,"durationSeconds":32,"level":"C1","overallScore":10,"rationale":"채용·조직설계 인사이트와 표현이 매우 풍부."},{"segmentIndex":50,"text":"and if we gave them more under them, etc., right? And so I think the positive of it is it really is you should spend the most amount of your time unplugging or fixing the biggest problem at the company, right?","startTime":387.6,"endTime":399.84000000000003,"durationSeconds":12,"level":"C1","overallScore":8.8,"rationale":"자원 배분 원칙을 직접적으로 제시함."},{"segmentIndex":63,"text":">> And so it almost is like you have to just reinvent yourself as a founder every like four months or so, otherwise you are not going to be able to fix all of the things that are going wrong at the company.","startTime":490.56,"endTime":503.199,"durationSeconds":13,"level":"B2","overallScore":8.8,"rationale":"창업가의 주기적 변화 필요를 통찰함."},{"segmentIndex":60,"text":"So that's one. Two is if you can figure out all of the massive use cases that one of these giant firms has, you kind of have like a perfect design partner for the entire legal industry, right?","startTime":2246.72,"endTime":2261.839,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"고난도 고객 전략의 핵심 통찰."},{"segmentIndex":71,"text":"And the reality is if you can get one of these top firms that have just never ever talked about adopting technology before, doing anything cutting edge to do it, that would be a wakeup call, like a wow, this is actually going to be a change, right?","startTime":2335.68,"endTime":2351.44,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"레퍼런스 고객의 상징 효과를 설명함."},{"segmentIndex":73,"text":"So now like last quarter I think it was like 42% of our revenue actually came from large corporates um not law firms right and of those large corporates the majority of them are fortune 100 not even fortune 500 fortune 100 right and the reason why is because >> if you can figure out how to sell to a large bank and if you can get past security review on a large bank and do all the implementation on a large bank you can sell everybody else right um and so some of it is just do the hard thing >> back to the first ones like so Many of the CEOs I'm working with get their first accounts because they work for that company before or their VC knew somebody at that company.","startTime":2354,"endTime":2392.72,"durationSeconds":39,"level":"C1","overallScore":9,"rationale":"어려운 고객 공략의 원리를 강하게 제시함."},{"segmentIndex":49,"text":"There were so many things that were wrong. I do best by far when I'm talking to customers 247 and talk and working on product simultaneously.","startTime":2725.52,"endTime":2736,"durationSeconds":10,"level":"B2","overallScore":8.8,"rationale":"고객 대화와 제품 병행의 핵심 원칙."},{"segmentIndex":69,"text":"Right now the way that chatbt memory anthropic memory etc. there is actually no like understanding of these are the documents as artifacts and things like that right >> super irritating but that's something that they will solve eventually >> if we don't solve that our product goes to zero >> right and so there's actually a tons of frontier type things that I think these application layer compan do >> okay so they're hard problems >> really hard problems that Everyone is going to have to solve eventually, but we have to solve sooner because of just the nature of our customer base, right?","startTime":2858.24,"endTime":2896.24,"durationSeconds":38,"level":"C1","overallScore":9,"rationale":"문제 정의와 이유 설명이 매우 풍부."},{"segmentIndex":72,"text":"also something the big labs have not solved yet right >> and we first they haven't >> they haven't super irritating and they will to be clear I'm just saying there's so many of these domains where I think it's really exciting to work at the company and building software there because you're working on frontier systems that for sure open AI and anthropic are thinking about but going back to our P zeros it's like it's way down that >> and so you get to work on that and you might be able to solve that better as a company I you should otherwise your company's over better than they can faster and that I think is really exciting for people.","startTime":2914.64,"endTime":2950.24,"durationSeconds":36,"level":"C1","overallScore":9,"rationale":"회사 매력의 논리를 설득력 있게 제시."},{"segmentIndex":20,"text":"like I break like it's just this is a scale or this is a type of project or something that I am not good enough to do and that doesn't mean personally by the way like this is something that has changed massively for me is I used to think that companies were very much like heroics and it was like just you know it's like the founder can the founder do it no like not being able to do it is you can't hire people that are good enough like you can't or you can't convince people or you can't lead people well enough right you There's so many different ways why you can get stopped, but it's not physically you can can't do it yourself.","startTime":3129.52,"endTime":3165.92,"durationSeconds":36,"level":"C1","overallScore":8.8,"rationale":"리더십 관점 전환이 매우 통찰적이다."},{"segmentIndex":24,"text":"I think I mean uh a I think I do that sometimes and I think that sometimes people say hey that actually like I didn't think I could do that and I could and that made me feel amazing like that is sometimes how it happens sometimes I think I take it too far um and I think it becomes a problem and I think the other thing I need to do is there are some situations and it is very humbling to feel this as a founder but it happens where the chance of success is higher If I say this is the goal and what we should do and then I stop poking >> and I let them do it.","startTime":3186.88,"endTime":3221.68,"durationSeconds":35,"level":"C1","overallScore":8.8,"rationale":"강한 리더십의 한계와 해법을 제시함."},{"segmentIndex":2,"text":"I would much rather people just try and make a decision and then it's wrong and a week later they adjust and change than they spend like 3 months not making a decision and by the time that decision was made the entire market has changed.","startTime":5.44,"endTime":21.359,"durationSeconds":16,"level":"C1","overallScore":8,"rationale":"빠른 결정의 원칙을 구체 비교로 설명."},{"segmentIndex":46,"text":"The bad side is sometimes that thing that's going super well would be doing 10 times better if you spent more time on it, right?","startTime":358.8,"endTime":366.639,"durationSeconds":8,"level":"B2","overallScore":7.8,"rationale":"잘되는 일에도 투자 필요성을 짚음."},{"segmentIndex":49,"text":"And then I realized after like a month or so, wait, this org could just be 10 times higher if we were spending more resources on it, if we promoted this person.","startTime":380.4,"endTime":387.6,"durationSeconds":7,"level":"C1","overallScore":8,"rationale":"성장 기회 간과의 깨달음이 명확함."},{"segmentIndex":53,"text":"That I think is the thing I've gotten it wrong is when I'm only paying attention to the negative. It's more like, wait, this is working or this person is incredible at their job.","startTime":416.15999999999997,"endTime":420.8,"durationSeconds":5,"level":"C1","overallScore":7.8,"rationale":"부정 편향의 오류를 명확히 자각함."},{"segmentIndex":60,"text":"Every four months I'd say I get this like mental block that is there's too many things going wrong on at the company and I can't tend to all of them.","startTime":465.039,"endTime":475.36,"durationSeconds":10,"level":"C1","overallScore":7.8,"rationale":"리더의 과부하 순간을 생생하게 드러냄."},{"segmentIndex":64,"text":"Um, and I feel that pressure like it's weird like it I'm like f and then once I do it I feel very good for like the first month and the second month I start feeling worse and then the third and then the fourth and all of a sudden it is like this pressure system and you have to figure out some way to like relieve that pressure system and then it unlocks the next thing of scale.","startTime":503.199,"endTime":521.36,"durationSeconds":18,"level":"C1","overallScore":8,"rationale":"압박과 성장의 패턴을 생생히 묘사함."},{"segmentIndex":68,"text":"And like the thing that would unstuck it for me is a lot of the slowness or a lot of the things that were stuck was because decisions hadn't been made.","startTime":539.12,"endTime":547.519,"durationSeconds":8,"level":"B2","overallScore":8,"rationale":"병목 원인을 의사결정 부재로 짚는다."},{"segmentIndex":72,"text":"I might be wrong, but I need to make decisions so the damn war can move forward.","startTime":559.8389999999999,"endTime":563.6,"durationSeconds":4,"level":"B2","overallScore":8,"rationale":"불확실해도 결정해야 한다는 교훈."}],"generatedAt":"2026-06-25T00:30:50.526Z","keyClipsTotalSec":944},{"videoId":"9fMIY5Rf_Ko","chunkIndex":1,"totalChunks":6,"title":"Harvey CEO Winston Weinberg: Why You Should Reinvent Yourself Every 4 Months — Part 2 of 6","thumbnail":"https://i.ytimg.com/vi/9fMIY5Rf_Ko/maxresdefault.jpg","duration":3382,"uploader":"Sequoia Capital","youtubeUrl":"https://www.youtube.com/watch?v=9fMIY5Rf_Ko","keywords":["leadership","startup","hiring","management","decision-making","organizational-design","executive-team","ownership"],"normalizedKeywords":["리더십·매니지먼트","비즈니스·전략","커리어·성장"],"targetAudience":[{"who":"창업자","why":"빠르게 성장하는 조직에서 의사결정, 채용, 권한 위임을 어떻게 설계할지 배울 수 있음"},{"who":"경영진","why":"리더십 팀의 역할 분담과 실행 속도를 높이는 원칙을 점검할 수 있음"},{"who":"인사 담당자","why":"리더 채용에서 어떤 역량을 가장 먼저 봐야 하는지 실무적으로 도움이 됨"}],"normalizedAudience":["창업자·스타트업","지식노동자 일반"],"summary":"이 영상은 빠르게 성장하는 회사에서 좋은 리더를 뽑고, 권한을 나누고, 책임 소재를 분명히 하는 방법에 대한 대화다. 화자는 '실수하지 않는 사람'보다 '빠르게 행동하고 학습하는 사람'을 더 높게 평가하며, 채용의 핵심 기준을 bias for action으로 못 박는다. 또한 조직이 커질수록 모든 일을 소수에게만 맡기면 병목이 생기므로, 리더가 스스로 레버리지 팀을 만들고 명확한 오너십을 가져야 한다고 강조한다.\n\n아울러 타이틀(Director, Head of 등)은 직함보다 책임을 명확히 하는 장치로 봐야 하며, DRI처럼 한 일에 한 명의 책임자를 세워야 회피와 핑계를 줄일 수 있다고 말한다. CEO의 역할은 모든 결정을 직접 하는 것이 아니라, 누가 무엇의 책임자인지 정하고 조직이 빠르게 움직이게 만드는 데 있다는 관점이 핵심이다.","insights":["빠른 조직일수록 실수보다 무결정이 더 큰 손실이다.","채용의 핵심은 스펙보다 실행 편향과 학습 속도다.","리더는 혼자 일 잘하는 사람보다 레버리지를 만드는 사람이어야 한다.","책임자가 없으면 속도도 책임감도 함께 무너진다.","직함의 본질은 권위가 아니라 오너십의 명확화다."],"keyClips":[{"clipId":"9fMIY5Rf_Ko:c1:1-7","startSegmentIndex":1,"endSegmentIndex":7,"startTime":602.15,"endTime":662.64,"durationSeconds":60.5,"preview":"실행이 우선인 채용","mustSee":false},{"clipId":"9fMIY5Rf_Ko:c1:15-21","startSegmentIndex":15,"endSegmentIndex":21,"startTime":695.519,"endTime":795.279,"durationSeconds":99.8,"preview":"레버리지 팀 만들기","mustSee":false},{"clipId":"9fMIY5Rf_Ko:c1:22-31","startSegmentIndex":22,"endSegmentIndex":31,"startTime":795.279,"endTime":857.6,"durationSeconds":62.3,"preview":"위임과 신뢰의 어려움","mustSee":false},{"clipId":"9fMIY5Rf_Ko:c1:32-46","startSegmentIndex":32,"endSegmentIndex":46,"startTime":857.6,"endTime":952.32,"durationSeconds":94.7,"preview":"정보는 넓게, 책임은 명확히","mustSee":false},{"clipId":"9fMIY5Rf_Ko:c1:48-55","startSegmentIndex":48,"endSegmentIndex":55,"startTime":958.8,"endTime":1021.839,"durationSeconds":63,"preview":"직함보다 오너십","mustSee":false},{"clipId":"9fMIY5Rf_Ko:c1:56-83","startSegmentIndex":56,"endSegmentIndex":83,"startTime":1021.839,"endTime":1184.08,"durationSeconds":162.2,"preview":"DRI가 필요한 이유","mustSee":true},{"clipId":"9fMIY5Rf_Ko:c1:84-87","startSegmentIndex":84,"endSegmentIndex":87,"startTime":1184.08,"endTime":1209.2,"durationSeconds":25.1,"preview":"커질수록 줄어드는 속도","mustSee":false}],"curatedSegments":[{"segmentIndex":39,"text":"Um, and I really believe that like it feels like every six months you have to like reearn your position in the market and that trickles down through the whole company where you have to reearn your position at the company, including myself like and every six months you absolutely have to change and if you don't, I think you just break.","startTime":289.04,"endTime":308.4,"durationSeconds":19,"level":"C1","overallScore":9.8,"rationale":"핵심 철학과 변화 원칙이 매우 선명함."},{"segmentIndex":15,"text":"the okay so I can say the number one thing that I've learned from like a hiring perspective which is the main thing that I ask seuite now to do if I'm going to hire them or VP as well is can you draw out what your org would look like in six in 3 months 6 months and a year >> it is insane how many people can't do that like it is wild to me that is really hard for people to do >> um and there's different levels of your ability to do that right like there is the ability of can you describe like oh yeah I need a VP of this region and then a VP of that region and things like that whatever no it's actually like can you map out every single one of those hires what they do and can you think of who would be a good person or who would be a good fit for it right >> that is like the number one thing that I see when I hire leaders and they don't scale is they're they do the same thing that I do poorly or did poorly and I think I'm getting better at which is what is your leverage team around you, right?","startTime":695.519,"endTime":727.279,"durationSeconds":32,"level":"C1","overallScore":10,"rationale":"채용·조직설계 인사이트와 표현이 매우 풍부."},{"segmentIndex":50,"text":"and if we gave them more under them, etc., right? And so I think the positive of it is it really is you should spend the most amount of your time unplugging or fixing the biggest problem at the company, right?","startTime":387.6,"endTime":399.84000000000003,"durationSeconds":12,"level":"C1","overallScore":8.8,"rationale":"자원 배분 원칙을 직접적으로 제시함."},{"segmentIndex":63,"text":">> And so it almost is like you have to just reinvent yourself as a founder every like four months or so, otherwise you are not going to be able to fix all of the things that are going wrong at the company.","startTime":490.56,"endTime":503.199,"durationSeconds":13,"level":"B2","overallScore":8.8,"rationale":"창업가의 주기적 변화 필요를 통찰함."},{"segmentIndex":60,"text":"So that's one. Two is if you can figure out all of the massive use cases that one of these giant firms has, you kind of have like a perfect design partner for the entire legal industry, right?","startTime":2246.72,"endTime":2261.839,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"고난도 고객 전략의 핵심 통찰."},{"segmentIndex":71,"text":"And the reality is if you can get one of these top firms that have just never ever talked about adopting technology before, doing anything cutting edge to do it, that would be a wakeup call, like a wow, this is actually going to be a change, right?","startTime":2335.68,"endTime":2351.44,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"레퍼런스 고객의 상징 효과를 설명함."},{"segmentIndex":73,"text":"So now like last quarter I think it was like 42% of our revenue actually came from large corporates um not law firms right and of those large corporates the majority of them are fortune 100 not even fortune 500 fortune 100 right and the reason why is because >> if you can figure out how to sell to a large bank and if you can get past security review on a large bank and do all the implementation on a large bank you can sell everybody else right um and so some of it is just do the hard thing >> back to the first ones like so Many of the CEOs I'm working with get their first accounts because they work for that company before or their VC knew somebody at that company.","startTime":2354,"endTime":2392.72,"durationSeconds":39,"level":"C1","overallScore":9,"rationale":"어려운 고객 공략의 원리를 강하게 제시함."},{"segmentIndex":49,"text":"There were so many things that were wrong. 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It's more like, wait, this is working or this person is incredible at their job.","startTime":416.15999999999997,"endTime":420.8,"durationSeconds":5,"level":"C1","overallScore":7.8,"rationale":"부정 편향의 오류를 명확히 자각함."},{"segmentIndex":60,"text":"Every four months I'd say I get this like mental block that is there's too many things going wrong on at the company and I can't tend to all of them.","startTime":465.039,"endTime":475.36,"durationSeconds":10,"level":"C1","overallScore":7.8,"rationale":"리더의 과부하 순간을 생생하게 드러냄."},{"segmentIndex":64,"text":"Um, and I feel that pressure like it's weird like it I'm like f and then once I do it I feel very good for like the first month and the second month I start feeling worse and then the third and then the fourth and all of a sudden it is like this pressure system and you have to figure out some way to like relieve that pressure system and then it unlocks the next thing of 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Two is if you can figure out all of the massive use cases that one of these giant firms has, you kind of have like a perfect design partner for the entire legal industry, right?","startTime":2246.72,"endTime":2261.839,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"고난도 고객 전략의 핵심 통찰."},{"segmentIndex":71,"text":"And the reality is if you can get one of these top firms that have just never ever talked about adopting technology before, doing anything cutting edge to do it, that would be a wakeup call, like a wow, this is actually going to be a change, right?","startTime":2335.68,"endTime":2351.44,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"레퍼런스 고객의 상징 효과를 설명함."},{"segmentIndex":73,"text":"So now like last quarter I think it was like 42% of our revenue actually came from large corporates um not law firms right and of those large corporates the majority of them are fortune 100 not even fortune 500 fortune 100 right and the reason why is because >> if you can figure out how to sell to a large bank and if you can get past security review on a large bank and do all the implementation on a large bank you can sell everybody else right um and so some of it is just do the hard thing >> back to the first ones like so Many of the CEOs I'm working with get their first accounts because they work for that company before or their VC knew somebody at that company.","startTime":2354,"endTime":2392.72,"durationSeconds":39,"level":"C1","overallScore":9,"rationale":"어려운 고객 공략의 원리를 강하게 제시함."},{"segmentIndex":49,"text":"There were so many things that were wrong. 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우선","mustSee":true}],"curatedSegments":[{"segmentIndex":39,"text":"Um, and I really believe that like it feels like every six months you have to like reearn your position in the market and that trickles down through the whole company where you have to reearn your position at the company, including myself like and every six months you absolutely have to change and if you don't, I think you just break.","startTime":289.04,"endTime":308.4,"durationSeconds":19,"level":"C1","overallScore":9.8,"rationale":"핵심 철학과 변화 원칙이 매우 선명함."},{"segmentIndex":15,"text":"the okay so I can say the number one thing that I've learned from like a hiring perspective which is the main thing that I ask seuite now to do if I'm going to hire them or VP as well is can you draw out what your org would look like in six in 3 months 6 months and a year >> it is insane how many people can't do that like it is wild to me that is really hard for people to do >> um and there's different levels of your ability to do that right like there is the ability of can you describe like oh yeah I need a VP of this region and then a VP of that region and things like that whatever no it's actually like can you map out every single one of those hires what they do and can you think of who would be a good person or who would be a good fit for it right >> that is like the number one thing that I see when I hire leaders and they don't scale is they're they do the same thing that I do poorly or did poorly and I think I'm getting better at which is what is your leverage team around you, right?","startTime":695.519,"endTime":727.279,"durationSeconds":32,"level":"C1","overallScore":10,"rationale":"채용·조직설계 인사이트와 표현이 매우 풍부."},{"segmentIndex":50,"text":"and if we gave them more under them, etc., right? And so I think the positive of it is it really is you should spend the most amount of your time unplugging or fixing the biggest problem at the company, right?","startTime":387.6,"endTime":399.84000000000003,"durationSeconds":12,"level":"C1","overallScore":8.8,"rationale":"자원 배분 원칙을 직접적으로 제시함."},{"segmentIndex":63,"text":">> And so it almost is like you have to just reinvent yourself as a founder every like four months or so, otherwise you are not going to be able to fix all of the things that are going wrong at the company.","startTime":490.56,"endTime":503.199,"durationSeconds":13,"level":"B2","overallScore":8.8,"rationale":"창업가의 주기적 변화 필요를 통찰함."},{"segmentIndex":60,"text":"So that's one. Two is if you can figure out all of the massive use cases that one of these giant firms has, you kind of have like a perfect design partner for the entire legal industry, right?","startTime":2246.72,"endTime":2261.839,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"고난도 고객 전략의 핵심 통찰."},{"segmentIndex":71,"text":"And the reality is if you can get one of these top firms that have just never ever talked about adopting technology before, doing anything cutting edge to do it, that would be a wakeup call, like a wow, this is actually going to be a change, right?","startTime":2335.68,"endTime":2351.44,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"레퍼런스 고객의 상징 효과를 설명함."},{"segmentIndex":73,"text":"So now like last quarter I think it was like 42% of our revenue actually came from large corporates um not law firms right and of those large corporates the majority of them are fortune 100 not even fortune 500 fortune 100 right and the reason why is because >> if you can figure out how to sell to a large bank and if you can get past security review on a large bank and do all the implementation on a large bank you can sell everybody else right um and so some of it is just do the hard thing >> back to the first ones like so Many of the CEOs I'm working with get their first accounts because they work for that company before or their VC knew somebody at that company.","startTime":2354,"endTime":2392.72,"durationSeconds":39,"level":"C1","overallScore":9,"rationale":"어려운 고객 공략의 원리를 강하게 제시함."},{"segmentIndex":49,"text":"There were so many things that were wrong. I do best by far when I'm talking to customers 247 and talk and working on product simultaneously.","startTime":2725.52,"endTime":2736,"durationSeconds":10,"level":"B2","overallScore":8.8,"rationale":"고객 대화와 제품 병행의 핵심 원칙."},{"segmentIndex":69,"text":"Right now the way that chatbt memory anthropic memory etc. there is actually no like understanding of these are the documents as artifacts and things like that right >> super irritating but that's something that they will solve eventually >> if we don't solve that our product goes to zero >> right and so there's actually a tons of frontier type things that I think these application layer compan do >> okay so they're hard problems >> really hard problems that Everyone is going to have to solve eventually, but we have to solve sooner because of just the nature of our customer base, right?","startTime":2858.24,"endTime":2896.24,"durationSeconds":38,"level":"C1","overallScore":9,"rationale":"문제 정의와 이유 설명이 매우 풍부."},{"segmentIndex":72,"text":"also something the big labs have not solved yet right >> and we first they haven't >> they haven't super irritating and they will to be clear I'm just saying there's so many of these domains where I think it's really exciting to work at the company and building software there because you're working on frontier systems that for sure open AI and anthropic are thinking about but going back to our P zeros it's like it's way down that >> and so you get to work on that and you might be able to solve that better as a company I you should otherwise your company's over better than they can faster and that I think is really exciting for people.","startTime":2914.64,"endTime":2950.24,"durationSeconds":36,"level":"C1","overallScore":9,"rationale":"회사 매력의 논리를 설득력 있게 제시."},{"segmentIndex":20,"text":"like I break like it's just this is a scale or this is a type of project or something that I am not good enough to do and that doesn't mean personally by the way like this is something that has changed massively for me is I used to think that companies were very much like heroics and it was like just you know it's like the founder can the founder do it no like not being able to do it is you can't hire people that are good enough like you can't or you can't convince people or you can't lead people well enough right you There's so many different ways why you can get stopped, but it's not physically you can can't do it yourself.","startTime":3129.52,"endTime":3165.92,"durationSeconds":36,"level":"C1","overallScore":8.8,"rationale":"리더십 관점 전환이 매우 통찰적이다."},{"segmentIndex":24,"text":"I think I mean uh a I think I do that sometimes and I think that sometimes people say hey that actually like I didn't think I could do that and I could and that made me feel amazing like that is sometimes how it happens sometimes I think I take it too far um and I think it becomes a problem and I think the other thing I need to do is there are some situations and it is very humbling to feel this as a founder but it happens where the chance of success is higher If I say this is the goal and what we should do and then I stop poking >> and I let them do it.","startTime":3186.88,"endTime":3221.68,"durationSeconds":35,"level":"C1","overallScore":8.8,"rationale":"강한 리더십의 한계와 해법을 제시함."},{"segmentIndex":2,"text":"I would much rather people just try and make a decision and then it's wrong and a week later they adjust and change than they spend like 3 months not making a decision and by the time that decision was made the entire market has changed.","startTime":5.44,"endTime":21.359,"durationSeconds":16,"level":"C1","overallScore":8,"rationale":"빠른 결정의 원칙을 구체 비교로 설명."},{"segmentIndex":46,"text":"The bad side is sometimes that thing that's going super well would be doing 10 times better if you spent more time on it, right?","startTime":358.8,"endTime":366.639,"durationSeconds":8,"level":"B2","overallScore":7.8,"rationale":"잘되는 일에도 투자 필요성을 짚음."},{"segmentIndex":49,"text":"And then I realized after like a month or so, wait, this org could just be 10 times higher if we were spending more resources on it, if we promoted this person.","startTime":380.4,"endTime":387.6,"durationSeconds":7,"level":"C1","overallScore":8,"rationale":"성장 기회 간과의 깨달음이 명확함."},{"segmentIndex":53,"text":"That I think is the thing I've gotten it wrong is when I'm only paying attention to the negative. It's more like, wait, this is working or this person is incredible at their job.","startTime":416.15999999999997,"endTime":420.8,"durationSeconds":5,"level":"C1","overallScore":7.8,"rationale":"부정 편향의 오류를 명확히 자각함."},{"segmentIndex":60,"text":"Every four months I'd say I get this like mental block that is there's too many things going wrong on at the company and I can't tend to all of them.","startTime":465.039,"endTime":475.36,"durationSeconds":10,"level":"C1","overallScore":7.8,"rationale":"리더의 과부하 순간을 생생하게 드러냄."},{"segmentIndex":64,"text":"Um, and I feel that pressure like it's weird like it I'm like f and then once I do it I feel very good for like the first month and the second month I start feeling worse and then the third and then the fourth and all of a sudden it is like this pressure system and you have to figure out some way to like relieve that pressure system and then it unlocks the next thing of scale.","startTime":503.199,"endTime":521.36,"durationSeconds":18,"level":"C1","overallScore":8,"rationale":"압박과 성장의 패턴을 생생히 묘사함."},{"segmentIndex":68,"text":"And like the thing that would unstuck it for me is a lot of the slowness or a lot of the things that were stuck was because decisions hadn't been made.","startTime":539.12,"endTime":547.519,"durationSeconds":8,"level":"B2","overallScore":8,"rationale":"병목 원인을 의사결정 부재로 짚는다."},{"segmentIndex":72,"text":"I might be wrong, but I need to make decisions so the damn war can move forward.","startTime":559.8389999999999,"endTime":563.6,"durationSeconds":4,"level":"B2","overallScore":8,"rationale":"불확실해도 결정해야 한다는 교훈."}],"generatedAt":"2026-06-25T00:32:01.465Z","keyClipsTotalSec":944},{"videoId":"9fMIY5Rf_Ko","chunkIndex":4,"totalChunks":6,"title":"Harvey CEO Winston Weinberg: Why You Should Reinvent Yourself Every 4 Months — Part 5 of 6","thumbnail":"https://i.ytimg.com/vi/9fMIY5Rf_Ko/maxresdefault.jpg","duration":3382,"uploader":"Sequoia 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that like it feels like every six months you have to like reearn your position in the market and that trickles down through the whole company where you have to reearn your position at the company, including myself like and every six months you absolutely have to change and if you don't, I think you just break.","startTime":289.04,"endTime":308.4,"durationSeconds":19,"level":"C1","overallScore":9.8,"rationale":"핵심 철학과 변화 원칙이 매우 선명함."},{"segmentIndex":15,"text":"the okay so I can say the number one thing that I've learned from like a hiring perspective which is the main thing that I ask seuite now to do if I'm going to hire them or VP as well is can you draw out what your org would look like in six in 3 months 6 months and a year >> it is insane how many people can't do that like it is wild to me that is really hard for people to do >> um and there's different levels of your ability to do that right like there is the ability of can you describe like oh yeah I need a VP of this region and then a VP of that region and things like that whatever no it's actually like can you map out every single one of those hires what they do and can you think of who would be a good person or who would be a good fit for it right >> that is like the number one thing that I see when I hire leaders and they don't scale is they're they do the same thing that I do poorly or did poorly and I think I'm getting better at which is what is your leverage team around you, right?","startTime":695.519,"endTime":727.279,"durationSeconds":32,"level":"C1","overallScore":10,"rationale":"채용·조직설계 인사이트와 표현이 매우 풍부."},{"segmentIndex":50,"text":"and if we gave them more under them, etc., right? And so I think the positive of it is it really is you should spend the most amount of your time unplugging or fixing the biggest problem at the company, right?","startTime":387.6,"endTime":399.84000000000003,"durationSeconds":12,"level":"C1","overallScore":8.8,"rationale":"자원 배분 원칙을 직접적으로 제시함."},{"segmentIndex":63,"text":">> And so it almost is like you have to just reinvent yourself as a founder every like four months or so, otherwise you are not going to be able to fix all of the things that are going wrong at the company.","startTime":490.56,"endTime":503.199,"durationSeconds":13,"level":"B2","overallScore":8.8,"rationale":"창업가의 주기적 변화 필요를 통찰함."},{"segmentIndex":60,"text":"So that's one. Two is if you can figure out all of the massive use cases that one of these giant firms has, you kind of have like a perfect design partner for the entire legal industry, right?","startTime":2246.72,"endTime":2261.839,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"고난도 고객 전략의 핵심 통찰."},{"segmentIndex":71,"text":"And the reality is if you can get one of these top firms that have just never ever talked about adopting technology before, doing anything cutting edge to do it, that would be a wakeup call, like a wow, this is actually going to be a change, right?","startTime":2335.68,"endTime":2351.44,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"레퍼런스 고객의 상징 효과를 설명함."},{"segmentIndex":73,"text":"So now like last quarter I think it was like 42% of our revenue actually came from large corporates um not law firms right and of those large corporates the majority of them are fortune 100 not even fortune 500 fortune 100 right and the reason why is because >> if you can figure out how to sell to a large bank and if you can get past security review on a large bank and do all the implementation on a large bank you can sell everybody else right um and so some of it is just do the hard thing >> back to the first ones like so Many of the CEOs I'm working with get their first accounts because they work for that company before or their VC knew somebody at that company.","startTime":2354,"endTime":2392.72,"durationSeconds":39,"level":"C1","overallScore":9,"rationale":"어려운 고객 공략의 원리를 강하게 제시함."},{"segmentIndex":49,"text":"There were so many things that were wrong. 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It's more like, wait, this is working or this person is incredible at their job.","startTime":416.15999999999997,"endTime":420.8,"durationSeconds":5,"level":"C1","overallScore":7.8,"rationale":"부정 편향의 오류를 명확히 자각함."},{"segmentIndex":60,"text":"Every four months I'd say I get this like mental block that is there's too many things going wrong on at the company and I can't tend to all of them.","startTime":465.039,"endTime":475.36,"durationSeconds":10,"level":"C1","overallScore":7.8,"rationale":"리더의 과부하 순간을 생생하게 드러냄."},{"segmentIndex":64,"text":"Um, and I feel that pressure like it's weird like it I'm like f and then once I do it I feel very good for like the first month and the second month I start feeling worse and then the third and then the fourth and all of a sudden it is like this pressure system and you have to figure out some way to like relieve that pressure system and then it unlocks the next thing of scale.","startTime":503.199,"endTime":521.36,"durationSeconds":18,"level":"C1","overallScore":8,"rationale":"압박과 성장의 패턴을 생생히 묘사함."},{"segmentIndex":68,"text":"And like the thing that would unstuck it for me is a lot of the slowness or a lot of the things that were stuck was because decisions hadn't been made.","startTime":539.12,"endTime":547.519,"durationSeconds":8,"level":"B2","overallScore":8,"rationale":"병목 원인을 의사결정 부재로 짚는다."},{"segmentIndex":72,"text":"I might be wrong, but I need to make decisions so the damn war can move forward.","startTime":559.8389999999999,"endTime":563.6,"durationSeconds":4,"level":"B2","overallScore":8,"rationale":"불확실해도 결정해야 한다는 교훈."}],"generatedAt":"2026-06-25T00:32:32.142Z","keyClipsTotalSec":944},{"videoId":"9fMIY5Rf_Ko","chunkIndex":5,"totalChunks":6,"title":"Harvey CEO Winston Weinberg: Why You Should Reinvent Yourself Every 4 Months — Part 6 of 6","thumbnail":"https://i.ytimg.com/vi/9fMIY5Rf_Ko/maxresdefault.jpg","duration":3382,"uploader":"Sequoia Capital","youtubeUrl":"https://www.youtube.com/watch?v=9fMIY5Rf_Ko","keywords":["startup","leadership","founder-story","entrepreneurship","self-improvement","career-growth","management","silicon-valley","motivation"],"normalizedKeywords":["리더십·매니지먼트","비즈니스·전략","커리어·성장"],"targetAudience":[{"who":"창업자","why":"창업자의 집요함, 자기관리, 팀 위임에 대한 현실적인 기준을 배울 수 있음"},{"who":"임원·리더","why":"강한 추진력과 과잉 개입 사이의 균형을 어떻게 잡는지 참고할 수 있음"},{"who":"커리어 전환자","why":"무기력에서 몰입으로 바뀌는 동기 구조를 이해하는 데 도움이 됨"}],"normalizedAudience":["창업자·스타트업","지식노동자 일반"],"summary":"이 영상은 Harvey CEO Winston Weinberg가 자신이 왜 극도로 집요하게 일하는지, 그리고 그 집요함이 어디서 왔는지를 솔직하게 풀어내는 대화다. 그는 젊을 때는 정신적으로 힘들고 학교생활도 잘하지 못했지만, 창업 후 처음으로 '매일 아침 일어나고 싶은 이유'를 찾았다고 말한다. 그래서 지금의 가장 큰 두려움은 실패 그 자체보다도 다시 예전처럼 무기력한 상태로 돌아가는 것이다.\n\n그는 자신의 동기를 '얼마나 멀리 갈 수 있는지 끝까지 밀어붙여 보는 것'이라고 정의하고, 매주 일부러 불편한 일을 2~3개씩 만든다고 한다. 동시에 과도한 개입이 팀의 성과를 떨어뜨릴 수 있음을 인정하며, 때로는 목표만 정하고 한발 물러서야 더 나은 결과가 나온다고 배운다. 마지막에는 세쿼이아 투자자가 Winston을 L-O-C-K( lovable, obsessed, chip on the shoulder, knowledgeable )라는 기준으로 평가하며, 훌륭한 CEO는 자기과신에 빠지지 않고 계속 수정하는 사람이라고 정리한다.","insights":["강한 동기는 성취보다 '다시 무기력해질 두려움'에서 나온다.","매주 불편한 일을 일부러 넣어야 성장의 감각이 유지된다.","리더의 과잉 개입은 팀의 성공 확률을 오히려 낮출 수 있다.","좋은 CEO는 칭찬에 둔감하고 자기수정을 습관화한다.","창업자의 집요함은 재능보다 방향과 환경의 산물일 수 있다."],"keyClips":[{"clipId":"9fMIY5Rf_Ko:c5:1-10","startSegmentIndex":1,"endSegmentIndex":10,"startTime":3001.829,"endTime":3068.72,"durationSeconds":66.9,"preview":"무기력에서 몰입으로","mustSee":false},{"clipId":"9fMIY5Rf_Ko:c5:11-15","startSegmentIndex":11,"endSegmentIndex":15,"startTime":3068.72,"endTime":3101.28,"durationSeconds":32.6,"preview":"불편함이 성장이다","mustSee":false},{"clipId":"9fMIY5Rf_Ko:c5:16-21","startSegmentIndex":16,"endSegmentIndex":21,"startTime":3101.28,"endTime":3177.839,"durationSeconds":76.6,"preview":"한계를 밀어붙이는 법","mustSee":false},{"clipId":"9fMIY5Rf_Ko:c5:22-25","startSegmentIndex":22,"endSegmentIndex":25,"startTime":3177.839,"endTime":3233.52,"durationSeconds":55.7,"preview":"리더의 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And so I think the positive of it is it really is you should spend the most amount of your time unplugging or fixing the biggest problem at the company, right?","startTime":387.6,"endTime":399.84000000000003,"durationSeconds":12,"level":"C1","overallScore":8.8,"rationale":"자원 배분 원칙을 직접적으로 제시함."},{"segmentIndex":63,"text":">> And so it almost is like you have to just reinvent yourself as a founder every like four months or so, otherwise you are not going to be able to fix all of the things that are going wrong at the company.","startTime":490.56,"endTime":503.199,"durationSeconds":13,"level":"B2","overallScore":8.8,"rationale":"창업가의 주기적 변화 필요를 통찰함."},{"segmentIndex":60,"text":"So that's one. Two is if you can figure out all of the massive use cases that one of these giant firms has, you kind of have like a perfect design partner for the entire legal industry, right?","startTime":2246.72,"endTime":2261.839,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"고난도 고객 전략의 핵심 통찰."},{"segmentIndex":71,"text":"And the reality is if you can get one of these top firms that have just never ever talked about adopting technology before, doing anything cutting edge to do it, that would be a wakeup call, like a wow, this is actually going to be a change, right?","startTime":2335.68,"endTime":2351.44,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"레퍼런스 고객의 상징 효과를 설명함."},{"segmentIndex":73,"text":"So now like last quarter I think it was like 42% of our revenue actually came from large corporates um not law firms right and of those large corporates the majority of them are fortune 100 not even fortune 500 fortune 100 right and the reason why is because >> if you can figure out how to sell to a large bank and if you can get past security review on a large bank and do all the implementation on a large bank you can sell everybody else right um and so some of it is just do the hard thing >> back to the first ones like so Many of the CEOs I'm working with get their first accounts because they work for that company before or their VC knew somebody at that company.","startTime":2354,"endTime":2392.72,"durationSeconds":39,"level":"C1","overallScore":9,"rationale":"어려운 고객 공략의 원리를 강하게 제시함."},{"segmentIndex":49,"text":"There were so many things that were wrong. I do best by far when I'm talking to customers 247 and talk and working on product simultaneously.","startTime":2725.52,"endTime":2736,"durationSeconds":10,"level":"B2","overallScore":8.8,"rationale":"고객 대화와 제품 병행의 핵심 원칙."},{"segmentIndex":69,"text":"Right now the way that chatbt memory anthropic memory etc. there is actually no like understanding of these are the documents as artifacts and things like that right >> super irritating but that's something that they will solve eventually >> if we don't solve that our product goes to zero >> right and so there's actually a tons of frontier type things that I think these application layer compan do >> okay so they're hard problems >> really hard problems that Everyone is going to have to solve eventually, but we have to solve sooner because of just the nature of our customer base, right?","startTime":2858.24,"endTime":2896.24,"durationSeconds":38,"level":"C1","overallScore":9,"rationale":"문제 정의와 이유 설명이 매우 풍부."},{"segmentIndex":72,"text":"also something the big labs have not solved yet right >> and we first they haven't >> they haven't super irritating and they will to be clear I'm just saying there's so many of these domains where I think it's really exciting to work at the company and building software there because you're working on frontier systems that for sure open AI and anthropic are thinking about but going back to our P zeros it's like it's way down that >> and so you get to work on that and you might be able to solve that better as a company I you should otherwise your company's over better than they can faster and that I think is really exciting for people.","startTime":2914.64,"endTime":2950.24,"durationSeconds":36,"level":"C1","overallScore":9,"rationale":"회사 매력의 논리를 설득력 있게 제시."},{"segmentIndex":20,"text":"like I break like it's just this is a scale or this is a type of project or something that I am not good enough to do and that doesn't mean personally by the way like this is something that has changed massively for me is I used to think that companies were very much like heroics and it was like just you know it's like the founder can the founder do it no like not being able to do it is you can't hire people that are good enough like you can't or you can't convince people or you can't lead people well enough right you There's so many different ways why you can get stopped, but it's not physically you can can't do it yourself.","startTime":3129.52,"endTime":3165.92,"durationSeconds":36,"level":"C1","overallScore":8.8,"rationale":"리더십 관점 전환이 매우 통찰적이다."},{"segmentIndex":24,"text":"I think I mean uh a I think I do that sometimes and I think that sometimes people say hey that actually like I didn't think I could do that and I could and that made me feel amazing like that is sometimes how it happens sometimes I think I take it too far um and I think it becomes a problem and I think the other thing I need to do is there are some situations and it is very humbling to feel this as a founder but it happens where the chance of success is higher If I say this is the goal and what we should do and then I stop poking >> and I let them do it.","startTime":3186.88,"endTime":3221.68,"durationSeconds":35,"level":"C1","overallScore":8.8,"rationale":"강한 리더십의 한계와 해법을 제시함."},{"segmentIndex":2,"text":"I would much rather people just try and make a decision and then it's wrong and a week later they adjust and change than they spend like 3 months not making a decision and by the time that decision was made the entire market has changed.","startTime":5.44,"endTime":21.359,"durationSeconds":16,"level":"C1","overallScore":8,"rationale":"빠른 결정의 원칙을 구체 비교로 설명."},{"segmentIndex":46,"text":"The bad side is sometimes that thing that's going super well would be doing 10 times better if you spent more time on it, right?","startTime":358.8,"endTime":366.639,"durationSeconds":8,"level":"B2","overallScore":7.8,"rationale":"잘되는 일에도 투자 필요성을 짚음."},{"segmentIndex":49,"text":"And then I realized after like a month or so, wait, this org could just be 10 times higher if we were spending more resources on it, if we promoted this person.","startTime":380.4,"endTime":387.6,"durationSeconds":7,"level":"C1","overallScore":8,"rationale":"성장 기회 간과의 깨달음이 명확함."},{"segmentIndex":53,"text":"That I think is the thing I've gotten it wrong is when I'm only paying attention to the negative. 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