Lessons from Raaz Herzberg

Raaz Herzberg, Wiz’s Chief Marketing Officer and VP of Product Strategy, treats marketing as an extension of problem-solving, showing how a product-first approach can guide technical product building, rapid scale, and leadership beyond prior functional experience.

Lessons from Quentin Tarantino

Quentin Tarantino, a writer and director steeped in pop culture and obscure film history, examines how nonlinear structure, stylized violence, rhythmic dialogue, and storytelling craft can transform familiar material into distinctive work within American independent cinema.

Lessons from Philip Lacor

Philip Lacor, a go-to-market operator across European and US companies, focuses on the difficult transition to enterprise sales: structuring teams, managing revenue, and ensuring organizations genuinely adopt the new tools they choose to buy.

Lessons from Philip Freise

Philip Freise, Co-Head of European Private Equity at KKR, advocates entrepreneurial capital: moving beyond pure financial engineering to partner directly with European technology and media companies while scaling businesses, navigating market swings, and managing dealmaking’s human side.

Lessons from Peter Reinhardt

Peter Reinhardt, co-founder of Segment and Charm Industrial, turns his experience building unwanted products into precise operating guidance on early-stage sales, then applies the same rigor to the physical challenge of scaling carbon removal.

Lessons from Peter Rahal

Peter Rahal, co-founder of RXBAR and later David Protein, shows how radical ingredient transparency and focused niche communities can build a food brand before mass-market expansion, alongside operating principles with consumer surplus as a guide.

Lessons from Peter Chernin

Peter Chernin, a media executive who led Fox and News Corp before launching The Chernin Group, argues that distribution methods change while original IP and direct audiences endure as the real sources of media value.

Lessons from Paul Orfalea

Paul Orfalea, founder of Kinko’s, treated severe dyslexia and ADHD as advantages that pushed him to delegate, observe customer habits, and trust employees—an unconventional management philosophy tied to learning differently and preserving life balance.

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