Joey Kim
Nashville, Tennessee, United States
9K followers
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About
I believe the greatest risk in business today isn't technical risk. It's adoption…
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9K followers
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Joey Kim shared thisI have a big announcement. Longview just crossed $15M in revenue. Our next goal: get to Location 25 in 36 months. We're at 5 locations now. Here is how we plan to do it: 1.) Scale existing 5 locations by launching their satellite locations. 2.) Launch new locations using our home restoration business factory. 3.) Growth those new locations by pairing operators with EVIE, our co-pilot AI. Here’s what we need to execute on in the next 100 days: 1.) Raise $10M in capital. 2.) Power up the current avengers: CJ & Sy, Wes & Justin, Nathan & Maggie, Brady, Henry. 3.) Scour the earth for the best operator who will lead Location 6. gl hf
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Joey Kim posted thisbrotha, in the early days, it's hard but simple: faith and trust. Unshakeable faith in your direction. Not blind naive delusion. Actual deep faith tested by skepticism of your own optimism, strengthened by data and experiment. Trust among and in your team. You don't have to be in your final form at the start. But y'all need to share same operational, value, and design principles. If you lose either, pack it up. Y'all not gonna make it. Save everyone some time. But if you got both, you're gonna make it.
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Joey Kim shared thisThis lights me up. Typed up and personally signed off by one of our customers at our Manchester location led by Nathan and Maggie. Jonathan is our Customer Experience Liaison aka the voice that customer gets when they're find out their home flooded or when insurance is giving them the run-around. Selling B2B enterprise SaaS is cool and all, but have you tried fixing houses so families can get their homes back? Seriously a diff kind of high.
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Joey Kim posted thisSmall but highly reliable signal that someone is a kickass engineer - very bad spelling - even worse handwriting - default affirmative response = "yep" or "gotcha" - T-shirt that is at least 5 years old - small but noticeable jitters (likely in legs) when excited about an idea what else?
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Joey Kim shared thisLiterally, Design Principle #1 at Longview: Keep the Main Thing the Main Thing. Every Sunday, each leader at Longview posts 1-sentence comment in our weekly newscast Loom for their upcoming week’s Main Thing. And I fail at it all the time. It's honestly the hardest thing as CEO. I swear I'm running hard. Then I look back on the week on Fri evening…and literally the one thing I promised to get done didn’t get done. So much to build and fix, every idea gets me excited. Just classic. Trying this new thing where I force myself to say: “The opposite of a good idea is another good idea. This is a good idea that we won’t chase right now.” Ok back to Main Thing.
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Joey Kim shared thisIt's 2026. I don't believe in gatekeeping. Here. This is our entire strategy at Longview Restoration, screenshot from my last investor update. Each of our Longview operators will become $10M CEOs and COOs. As we build together, we learn together. Lessons learned together gets pooled into our own database. Then, we build tools on top of it. We build AI co-pilot based on the data. Every problem solved, every lesson learned become the raw materials that I can use to craft a machine gun that each operator can bring to their local knife-fight. But this is where it gets really interesting: The next operator who joins builds better and faster. Soon, their learnings start contributing to the data moat. Then, everyone gets a better machine gun. This is why we're going to win. By pooling our learnings, all of us become stronger, wiser, faster together.
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Joey Kim posted this“People don’t care how much you know until they know how much you care.” One of Longview operators dropped this banger of a one-liner on me. Esp true when our people show up in the middle of the night to help fix everything from burst pipes to flood damage. Whether if it’s customers or teammates, humans just intuitively feel it when another human gives a shit about them. But how do I ensure this? How do I build an org that guarantees that literally every one of its people breathes this culture of caring about another human who’s asking for help? Yes, incentives and culture, etc. but what other lever, tactic, framework can create this? Which company/CEO does this well that I can learn from? Lmk if anyone has good podcasts, resources, books, framework, etc I can learn from.
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Joey Kim shared thisWhen I ran a VC fund, I was money-hungry. If I sent out $1, how much will I get back and when? Biggest mindset shift since becoming a founder: Service is the Main Thing. Keep the Main Thing the Main Thing in this order: 1) Service to customers. Showing up with empathy and human decency the day they lost their home. Getting it done with competence. Obsessing over how to make each detail of the experience right. 2) Servant leadership to your people. Selecting right. Protecting A-level players from culture of mediocrity. Then becoming the best supporting lead in their adventure of becoming best versions of themselves. 3) Then and only then, serve your shareholders. Business should make money. Anything less doesn't deserve to exist. But a business that exists solely for money also doesn't deserve to exist. Money is the happy accident of service. Not the other way around. Shout-out to my lead investors at Lowercarbon Capital. Thanks for dropping by Caie Kelley and Duncan Carlson. Love their vibe.
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Joey Kim shared thisThe big unlock this month was this: We need to become the Henry Ford of blue-collar home service businesses. We are not an AI roll-up company. We are an assembly line company. Instead of cars, our product just happens to be blue-collar service restoration companies. First US gasoline automobile company, Duryea Motors made 1 car every week. Henry Ford completely eviscerated them by producing 1 car every 93 minutes. It didn't matter that Duryea 2x'd their throughput (which they did). Ford was gonna eat them alive (which he did). Duryea had the doomed model. AI roll-ups out here cosplaying Duryea. Handcrafting and acquiring each one. Trying to eke out a few EBITDA points using tech. Making a better car isn't the point of the AI revolution. Having a completely diff model of scaling is the play. Build the factory, not the car. AI is finally unlocks us to do this. Standardize the cognitive know-how of scaling. Use it to make new products. then take the data from the new products and make your pre-existing ones better.
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Joey Kim liked thisJoey Kim liked thisThis is a different Monday morning post for me, but I put on my bio to please reach out to me via email or via X (@caiekelley; shameless plug!), because the stream of pitches / intros / recruitors / vendors sales otherwise may mean that I miss some interesting stuff. This is a really narrow (and objectively extremely easy for you to also build) Claude skill for a fairly narrow audience, but this reviews my LinkedIn inbox and builds upon what I've invested in / responded to in the past to surface which ones might be most relevant for Lowercarbon Capital. I'm sharing it with you in case it's useful for you too. The skill is linked in comments but it basically: - Sweeps my focused inbox / Other folder and InMail. - Flags only people pitching, raising, or proposing something that fits a thesis I have defined. - Logs every flag to a Google Sheet, which I can grade, which then helps the next run be better. - This is a read-only skill so it won't make any direct changes but it just helps me read and digest better. I've made this public on Github and you should feel free to use. And if you find something works better I would love to hear and improve!
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Joey Kim liked thisJoey Kim liked thisThere's a small piece of me that rages when I see what some founders think is enough to go raise venture capital. Here's what raising actually takes: -Revenue. A business someone would reasonably want to fund. -A track record. Maybe this is your first company, fine. But you did legit things before. -Materials and a narrative that are genuinely buttoned up. Sleek, reviewed, not the first draft. -Running a process. Meetings with 100+ investors. -A network of founders like you to lean on and A-player talent who would actually want to join your team. So, yeah, I get frustrated when someone comes to me with a vibe-coded MVP, one non-paying pilot customer, and a deck nobody else has read saying they want to raise $3M. The reason it irks me so much isn't the ask. It's that I watch the founders who do all of the above, who put in every bit of the legwork, and it's STILL hard for them. So when someone treats it casually, it can feel like an insult to the people actually doing the thing. But I let it go. Because I know that most founders in Nashville haven't seen this game played before and nobody sat them down and told them. That's the part I want to fix. I want to show people what it actually takes, that it's hard, that it requires sacrifice, that it requires a staggering amount of work and an even more staggering amount of rejection. Good news is, there's no entitlement in entrepreneurship. It always lets you know how you're doing. Nothing comes easy. You either do the work or you don't.
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Joey Kim liked thisJoey Kim liked thisStop tinkering with the model and obsess over where the data comes from. That was the advice my CTO gave me when I was still calling myself a 'GTM guy'. I ignored him for way too long. His definition of tinkering: spending three weeks on something that, if it works, changes an answer by 2%. Should the agent reply in 3 or 5 paragraphs? He argued that whether an answer is worth anything gets decided in the layers underneath it, long before a model ever sees it, and that by the time a fact reaches your screen it has usually passed through several sets of hands who had no commercial reason to care where it came from. Unfortunately, when you look at a lot of the work that gets celebrated on LinkedIn, it's the definition of tinkering. "Watch me chain 9x agents to research an entire market in four minutes." Yeah dude, but all 9 are reading the same scraped page, so you've built a very fast way to get one opinion 9x times. The reason I kinda ignored him wasn't that I disagreed. I found the work boring: it's brokers and licences and contract negotiation and ingestion pipelines, and none of that demos well or gets you invited to speak anywhere. And frankly, I'd decided I was the GTM guy, which was a convenient way of saying the hard part had somebody else's name on it. Today at Watt I spend about half my week on where our data comes from, and it's the highest leverage thing I do. Question: shouldn't the CTO own all of that so I can focus on selling? You can definitely have the technical side own sourcing and quality, and plenty of good companies run exactly that way. That works. But every customer conversation I have now arrives at the same place, which is somebody asking where this comes from, and a CEO who can't answer that in that moment loses the room within seconds. Should a GTM leader understand their own data supply chain? Curious to hear others' thoughts.
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Joey Kim liked thisJoey Kim liked thisOur athletes added 100,000 LinkedIn followers and 10.2 million views last month. Before this I was mopping the floors for my college's basketball team. I was a student manager for Vanderbilt's basketball team, and I spent an entire year doing laundry and rebounding before I ended up at the Clippers. I posted my story on LinkedIn, and Fortune wrote about me twice while jobs and partnerships flooded my inbox. So I started writing posts for D1 athletes, and once I saw what it did for them I knew I could do the same for pros. I reached out to Michael Carter-Williams and took his account to 18,000 followers and LinkedIn Top Voice, and a wave of opportunities came with it. That's when we officially launched Athletes Pen, and now I build brands for the most well known pro athletes in the world. Michael, Calvin, Bert, and Carter have carried this with me from the start, and I couldn't have asked for a better team. Today we're sending the first Athletes Pen newsletter, and it's just us talking about what's actually working, the deals and the stuff nobody else shows you. Link's in the comments.
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Joey Kim liked thisJoey Kim liked thisI believe in having a cofounder. Even now, when it's easier than ever to build solo, I think teams are stronger. Having a real thought partner, someone to carry the weight of building the biggest thing of your life with you, is worth more than what you lose by going it alone. But, finding one is really hard. It's like getting married!!! Even though it's hard, I've somehow connected 12 teams of cofounders to each other. A couple of them even met at past Cofounder Connect event at The Lighthouse. If you are a coder or seller who is interested in seeing what else is out there, we're hosting another Cofounder Connect this Wednesday and you're welcome to join. You can check out the makeup of the room below. 📍 The Lighthouse 🗓️ This Wednesday Link in comments to sign up.
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Eliot Jones
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Mayank Agrawal
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One common tension between operators and investors is long-term value versus short-term optics. Matt and I spent 13 months in Chattanooga, Tennessee funded by Brickyard Ventures (shoutout Cam Doody, Matt Patterson). It was a temporary departure from the coastal hubs (NYC, SF), but an important transition period. Some of the tenets we learned: 1. Cash efficiency. Business (and life?) is a game of survival. When we first started, we didn’t need more capital. We needed time. Time to iterate. Time to talk to customers. Time to understand how to turn an experiment into a business. 2. Sales rules everything. The Southeast produces some of the best salespeople in the country. There’s no magic. It's grit, empathy, and repetition. 3. Nick Saban is the king. SEC football is one of the fast-growing industries in the U.S. over the past decade. Nick Saban became the kingmaker, championing operational excellence as ritual. Don't worry about the scoreboard. Win the next play. 4. Remember why you're doing this. History is filled with entrepreneurs who built fast-growing businesses but ended up unfulfilled. Business is important, but so is family. So is community. When we came back to San Francisco, we were remarkably different -- in tone, ambition, and vision.
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