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Silicon Valley’s Top Investors Bet on This 22-Year-Old Founder | Sola, Jessica Wu

EO17:27Added Aug 31, 2026

Jessica, co-founder and CEO of Sola, shares her journey from MIT and hedge funds to raising $21M by age 22 from top Silicon Valley investors, including Andreessen Horowitz (a16z).

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Contributed by 刘嘉琪

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  1. Intro

  2. 00:00I was actually the youngest quant
  3. 00:01researcher at a pretty big hedge fund
  4. 00:02today and so had started my career in
  5. 00:05finance but had seen a lot of different
  6. 00:07areas very thesis driven to just pure
  7. 00:09numbers and numbers crunching. You know
  8. 00:11when I was working in corporate finance
  9. 00:13I would work uh I don't know 9 10 hours
  10. 00:15a day and uh 5 days a week and then if I
  11. 00:18was called in on a weekend I would
  12. 00:20honestly be very miserable. It just felt
  13. 00:22like it it wasn't my own thing. Now I
  14. 00:24work well every waking second uh and 7
  15. 00:27days a week, but I've never been
  16. 00:28happier. And I think I think I'm young,
  17. 00:30so that's one piece that gives me a
  18. 00:32little bit more optionality. When it
  19. 00:33comes to what you want to do, though,
  20. 00:35this sounds very simple, but it's really
  21. 00:37just what feels right. The team feels
  22. 00:38that way, too. It's really like when you
  23. 00:40own a piece of something and you're
  24. 00:41you're really growing it from ground up,
  25. 00:43it's easy to feel excited. And so my
  26. 00:45advice for like stable career versus
  27. 00:48startup is if you have the optionality
  28. 00:49to I think you know whatever makes you
  29. 00:51feel happy, whatever makes you feel like
  30. 00:53you're excited to go to work every
  31. 00:54single day and that you feel very
  32. 00:55fulfilled in what you're doing. Hi, I'm

  33. What is Sola?

  34. 00:58Jessica, co-founder and CEO of Sol. Sol
  35. 01:01is an agentic process automation
  36. 01:03platform. We help businesses automate
  37. 01:05their most critical and operational
  38. 01:06workflows using AI in a much easier and
  39. 01:09faster way than traditional RPA. Solus
  40. 01:11started out of YC about 2 years ago.
  41. 01:14Since then, we have raised a seed round
  42. 01:16led by Sarah at Conviction. Most
  43. 01:18recently, we raised a series A led by
  44. 01:20A16Z following an enormous amount of
  45. 01:22traction from our enterprise customers.
  46. 01:25We have 5xed our revenue this year.
  47. 01:27Execution volume on the platform is
  48. 01:28doubling month over month since the
  49. 01:30beginning of this year. And we're proud
  50. 01:32to partner with some of the largest
  51. 01:33companies in the world, including the
  52. 01:35Fortune 100, Amlaw 100, and some of the
  53. 01:38largest private businesses in logistics
  54. 01:40and healthcare.

  55. From Youngest Quant to Founder

  56. 01:50Uh, I grew up doing a lot of very
  57. 01:51competitive things. Played competitive
  58. 01:53piano and I did competitive math and
  59. 01:55things like that. I think that gives you
  60. 01:57a pretty hard will. It probably makes
  61. 01:58you very disciplined. I think I'm good
  62. 02:00at taking risks and putting myself out
  63. 02:02in places that I don't feel comfortable.
  64. 02:05And I think that builds up a lot of
  65. 02:06resilience. Like doing something even if
  66. 02:08you don't feel like you're 100% ready. I
  67. 02:10do that a lot. And just jumping into
  68. 02:12things and really going for it. I think
  69. 02:13that builds up a lot of character.
  70. 02:17When I was in high school, I had visited
  71. 02:18MIT a couple of times. I think it does a
  72. 02:21great job of the whole, you know, you're
  73. 02:23the dumbest person in the room kind of
  74. 02:25thing. It's always the most fun when
  75. 02:26you're surrounded by a lot of people you
  76. 02:27can learn from. I think MIT is a very
  77. 02:29unique place. It's the only place where
  78. 02:32it's really exactly as it portrayed in
  79. 02:34the movies. You have people building
  80. 02:35roller coasters in the front lawn and
  81. 02:37you have people training models in the
  82. 02:39dorm basement and things like that and
  83. 02:41it's every bit as real as as it's
  84. 02:43described. I think that MIT really puts
  85. 02:46a ceiling on how technically difficult
  86. 02:48things get. I've been working on this
  87. 02:50company for about two years now and have
  88. 02:52experienced a lot of different things
  89. 02:54since college, but never have I had to
  90. 02:56use like so many brain cells to just
  91. 02:59think about a really hard problem. I
  92. 03:01think the most important thing you
  93. 03:02should do is jump into everything as
  94. 03:03quickly as you can. And MIT does a great
  95. 03:05job of showing you exactly what's on the
  96. 03:07forefront of what you should be paying
  97. 03:09attention to. You should absolutely go
  98. 03:11learn about all the new things that
  99. 03:12people are doing research about. You
  100. 03:14should absolutely spend as much time as
  101. 03:15you can with people that are doing said
  102. 03:17research. And I think that if you create
  103. 03:20a habit around trying to learn as much
  104. 03:22as you can and intake as much what's on
  105. 03:24the frontier as possible, then you're
  106. 03:26better equipped, especially now to to
  107. 03:28learn and to work in an environment like
  108. 03:30today where things change so rapidly and
  109. 03:32there's so many things happening in the
  110. 03:34tech world. I think the thing that you
  111. 03:36get from just a very technical
  112. 03:37background is you can break things down
  113. 03:40very easily. If you can communicate what
  114. 03:42you're trying to solve in a very simple
  115. 03:43way, it makes it a lot easier to solve
  116. 03:45and that just gives you a really good
  117. 03:46framework around solving things,
  118. 03:48especially in a landscape like today
  119. 03:50where new model basically comes out
  120. 03:51every single week and things are
  121. 03:53constantly changing. I think there's a
  122. 03:54lot of value in always centering back to
  123. 03:57like what are you trying to solve for
  124. 03:58your customer or for your user, whoever
  125. 04:00that is, and then just building on top
  126. 04:01of that. And I think once you look and
  127. 04:03sort of narrow things down to the root
  128. 04:05problem, not just the problem that
  129. 04:06people are saying, then you can deliver
  130. 04:08an enormous amount of value to the
  131. 04:10people that are interfacing with what
  132. 04:11you're doing.
  133. 04:14Before I worked on Solola as a startup,
  134. 04:16I had no idea that I wanted to do a
  135. 04:17startup. I had tried a lot of different
  136. 04:19things. I had worked in venture. I had
  137. 04:22worked at a couple hedge funds. I was
  138. 04:24actually the youngest quant researcher
  139. 04:25at a pretty big hedge fund today.
  140. 04:27Finance was an interesting choice. I had
  141. 04:29an adviser who recommended to me that
  142. 04:31it's actually pretty good to spend some
  143. 04:32time in finance because it teaches you a
  144. 04:34way of thinking that's pretty special,
  145. 04:36especially if you're doing trading.
  146. 04:38Teaches you to be very objective, that
  147. 04:39you should always calculate odds for
  148. 04:41things. I think I am someone who's
  149. 04:43guilty of not thinking in a very
  150. 04:45numerical or like standardized way all
  151. 04:47the time. And so I think working in
  152. 04:48finance for a couple years gave me a lot
  153. 04:50of perspective on being objective, being
  154. 04:52able to calculate and just think through
  155. 04:54things in a very rational way. And
  156. 04:56that's something that stuck with me.
  157. 04:57Doing a startup can be very emotional
  158. 04:59and I think always going back to first
  159. 05:00principles thinking and trying to think
  160. 05:02in a more like statistical way can be
  161. 05:04pretty helpful in terms of making
  162. 05:05decisions even like in a startup lens.
  163. 05:07Maybe you're looking at a super huge
  164. 05:09deployment and that's something you have
  165. 05:11to really weigh or someone is really
  166. 05:13looking at features like all of those
  167. 05:14things can be mapped out in a way that's
  168. 05:16more rational. You can say, you know,
  169. 05:18what are the odds that this particular,
  170. 05:20you know, this isn't perfect math. This
  171. 05:21particular customer converts by this
  172. 05:23particular day. What are the things that
  173. 05:24I'm trading off? And it gives you a very
  174. 05:26statistical framework to think about
  175. 05:27these decisions without just I really
  176. 05:29like this customer, so I want to work
  177. 05:30with them. People tell you that you can
  178. 05:32learn a lot from playing poker and that
  179. 05:34applies a lot to the startup world. I
  180. 05:35think that's true. A lot of it is just
  181. 05:37odds, being rational, and then, you
  182. 05:39know, making decisions in the best
  183. 05:40direction. And it's actually very useful
  184. 05:42when you work on a startup.

  185. The Oldest Inconvenience, The Biggest Opportunity

  186. 05:48At one of the hedge funds we worked at,
  187. 05:49they had a lot of manual work around
  188. 05:51interacting with this really old
  189. 05:53brokerage software that they built on
  190. 05:55top of. At the time, I had been using
  191. 05:57RPA tools to try to automate that. I
  192. 05:59didn't really know how big the space of
  193. 06:01RPA was. So, RPA stands for robotic
  194. 06:04process automation. RPA tools basically
  195. 06:07automate manual work by replicating
  196. 06:09workflows the way humans do. So moving
  197. 06:11the mouse, typing things in, clicking,
  198. 06:13and interfacing with browser and desktop
  199. 06:15applications the way humans do. What I
  200. 06:17did know was that there is a lot of
  201. 06:19manual work at these larger companies.
  202. 06:21There's no good tools out there that are
  203. 06:23really easy to use. And even though I
  204. 06:24have a computer science background, it
  205. 06:26was still really hard for me to just
  206. 06:27build a simple browser or desktop
  207. 06:29automation. That was sort of where the
  208. 06:31the seat of the problem happened. My
  209. 06:33co-founder actually had a really similar
  210. 06:35experience. He was building out hospital
  211. 06:37systems at MGH. they had used some very
  212. 06:39old tooling and he was also surprised by
  213. 06:42how brittle it was and how hard it was
  214. 06:44to implement. I think those were really
  215. 06:46good glimpses for us into what real
  216. 06:48world work looks like. Um, when you're
  217. 06:50at MIT, you live in a very tech-forward
  218. 06:52world and you're surrounded by tools
  219. 06:54that are very easy to use, that
  220. 06:56everything has APIs that plug into each
  221. 06:58other, you can build automations very
  222. 06:59easily. But in the real world, when
  223. 07:01you're looking at most companies out
  224. 07:03there, they're doing really manual work.
  225. 07:04People operate across a ton of different
  226. 07:06systems that don't connect. As you can
  227. 07:08imagine, people doing operations will
  228. 07:10touch spreadsheets, internal portals,
  229. 07:12external systems, they will touch files,
  230. 07:15and just about everything in between.
  231. 07:16Those were two really lucky glimpses I
  232. 07:18think that we had into what that
  233. 07:20actually looked like. From there, when
  234. 07:22we went through YC, like I mentioned, we
  235. 07:24kind of came in without too much of an
  236. 07:26idea. We spent about the first month or
  237. 07:28so just figuring out what we wanted to
  238. 07:30build. I think the RPA space was very
  239. 07:32exciting to us because we understood
  240. 07:34very well what that problem looked like
  241. 07:36and how we wanted to solve it. Obviously
  242. 07:38RPA is very big and I think that piece
  243. 07:40is exciting to us. The ambition of
  244. 07:42automating all digital work is a
  245. 07:44perennial and obvious one and I think
  246. 07:46the aspects of like being able to marry
  247. 07:49AI in the real world for enterprise
  248. 07:51companies and all the technical and
  249. 07:53model improvements on the flip side of
  250. 07:54things was a very exciting sort of
  251. 07:56combination for us.
  252. 07:59Solo's MVP was very simple. We had a
  253. 08:01recorder just like today. That part's
  254. 08:03the same that lets you take a recording
  255. 08:04of your workflow. You could upload it,
  256. 08:06but uh different from today. Didn't
  257. 08:08really do a great job of laying out what
  258. 08:10your workflow did. You could also run it
  259. 08:12and it would just run on your own
  260. 08:13computer and repeat back the same steps.
  261. 08:15Not quite as intelligent or easy to use
  262. 08:17as we had hoped. And since then, we've
  263. 08:18kept a lot of things the same. So, you
  264. 08:20know, you can still record a workflow,
  265. 08:22you can still upload it to the platform,
  266. 08:23but now you can run it hundreds of VMs
  267. 08:25at scale. You can edit it and change
  268. 08:28things in very fine granularity. You can
  269. 08:30add logic. You can add information on
  270. 08:32top. And you have a lot of optionality
  271. 08:34on how you want to orchestrate and run
  272. 08:36these things at scale. One thing we had
  273. 08:38probably underestimated was just there
  274. 08:40were a lot of trade-offs that we had to
  275. 08:41make. But it it is a big question of,
  276. 08:43you know, existing tools offer
  277. 08:44everything under the sun and they've
  278. 08:46been building this tool for 20 years.
  279. 08:48Like how do you actually get up to
  280. 08:49speed? One thing that we found to be a
  281. 08:50pretty big balancing act is just getting
  282. 08:52to the point where we can be helpful for
  283. 08:54customers but also, you know, being able
  284. 08:56to do so in a pretty timely fashion.
  285. 08:59There are a couple hard moments that I
  286. 09:00can think of in the early days where we
  287. 09:02had to give up really exciting early
  288. 09:04revenue. It was just a point where we
  289. 09:07had to really focus on building this
  290. 09:09core product, but we had to turn down
  291. 09:11customers the very beginning. Turn down
  292. 09:13people when we were, you know, almost
  293. 09:14there, but not quite. And that was that
  294. 09:16was very difficult. I think in the early
  295. 09:18months you get pulled in a lot of
  296. 09:19different directions. There were some
  297. 09:21hard conversations where we had to say
  298. 09:22no to some huge names that we were very
  299. 09:24excited about. It didn't feel aligned
  300. 09:26with the direction that we wanted to go
  301. 09:27down. We were capacity constrained and
  302. 09:29it would mean giving up or sacrificing
  303. 09:31too many other things and other areas of
  304. 09:33the business.

  305. The Counterintuitive YC Playbook

  306. 09:38I'm pretty big on advisors. I'm someone
  307. 09:40that asks for a lot of advice. I like to
  308. 09:42surround myself with people that I think
  309. 09:44have a lot more experience. So, whenever
  310. 09:46I get panicked or I'm under pressure,
  311. 09:48the first thing I'll do is just go to my
  312. 09:50all of my resources and get people's
  313. 09:52takes on things. I think usually that
  314. 09:53puts me in a pretty good place. We chose
  315. 09:55YC because we had heard really good
  316. 09:57things about it and that was also the
  317. 09:58advice that we got early on, which is
  318. 10:00that you're going to be surrounded by a
  319. 10:02lot of really amazing people and you're
  320. 10:03going to have 3 months to lock in. YC
  321. 10:05tells you to try and they really push
  322. 10:07you to try and sell something. This
  323. 10:08means that even if you don't have a
  324. 10:10working product, you can put up like a,
  325. 10:12you know, use lovable or something to
  326. 10:13put up a fake fake front end and then
  327. 10:15you should try and go sell it. And the
  328. 10:16good thing about that is a lot of the
  329. 10:18times when you build something, I don't
  330. 10:20know if this applies as much to solo,
  331. 10:21but in general when you build something,
  332. 10:22you don't know if you're going down the

  333. Stop overbuilding, Start selling

  334. 10:24right direction. Most clear way you know
  335. 10:25you're building something that people
  336. 10:27want is if they'll pay for it, right?
  337. 10:28And if they'll keep paying for it. YC
  338. 10:30does a good job in really pushing you to
  339. 10:32sell even if you may not be there. You
  340. 10:34know, don't spend 6 months to build a
  341. 10:36product. First try and sell something.
  342. 10:37See if it works. You might burn a couple
  343. 10:39bridges doing that, which is why I'm
  344. 10:40saying your mileage may vary, but at
  345. 10:42least you have very clear picture of I
  346. 10:44know this person would pay for this. I
  347. 10:46know a lot of people would pay for this
  348. 10:47and they would depend on it a lot or I'm
  349. 10:49solving some really meaningful problem.
  350. 10:51First cell is not good when you get a
  351. 10:53little bigger like you know don't sell a
  352. 10:55fake feature. It still is a pretty good
  353. 10:56mindset to operate behind which is even
  354. 10:58once you're working on the right product
  355. 11:00there's a lot of directions you should
  356. 11:01go try and experiment build different
  357. 11:03mockups of things try and talk to
  358. 11:05customers get something out there and
  359. 11:07then go from there and iterate and
  360. 11:08polish it afterwards I think we met our
  361. 11:10first customer actually very early on it
  362. 11:12was around YC we were in the phase of
  363. 11:14doing the thing where we sold the
  364. 11:16product that didn't really exist the
  365. 11:18good thing was we were pretty honest
  366. 11:19with them and we told them this thing
  367. 11:20doesn't exist but it will exist in a
  368. 11:22couple months and they were like okay
  369. 11:23well come talk to us when it does I
  370. 11:25think it's really hard advice. It's very
  371. 11:26unintuitive. You know, you're taught
  372. 11:28your whole life to finish something and
  373. 11:30then go sell it or then go present it or
  374. 11:32whatever it is. And this is almost the
  375. 11:33entire opposite. It's like put up the
  376. 11:35most minimal fake version you probably
  377. 11:37can of something and then go sell it and
  378. 11:39then if it's good then go back and build
  379. 11:40it. I think it's not for the faint of
  380. 11:42heart for sure. And sometimes, you know,
  381. 11:44maybe you really succeeded and you
  382. 11:45actually sold the thing and now you have
  383. 11:47to deliver. And YC's advice there is
  384. 11:49probably like spend a week in the
  385. 11:50basement coding so that you can get it
  386. 11:52out. It's not easy advice to take and
  387. 11:54selling without actually having the
  388. 11:55thing is not very intuitive, but I think
  389. 11:57it it at least puts you on the right
  390. 11:59direction. It gives you a very clear yes
  391. 12:00or no for if this is something you
  392. 12:02should be doing at all.

  393. Delivering Happiness

  394. 12:07One of my favorite books is called
  395. 12:08Delivering Happiness. It's quite good.
  396. 12:10It's about like sort of how the little
  397. 12:12things matter and how customer delight
  398. 12:14is kind of a north north star, but it
  399. 12:15doesn't just come in one form factor of
  400. 12:17like I I did this thing on time. There's
  401. 12:19a million other ways you can build that
  402. 12:20up. If your customers are happy, most
  403. 12:22other things fall in place is something
  404. 12:23that we've tend to found. You know,
  405. 12:25especially when you're building very
  406. 12:26critical software for a company, you're
  407. 12:29asking a company that's been around for
  408. 12:31decades or maybe even centuries to trust
  409. 12:33you to do their most critical
  410. 12:34operations. That is by no means easy. To
  411. 12:37this day, uh most of Sol's customers
  412. 12:38come through word of mouth. And that's
  413. 12:40because existing customers have felt so
  414. 12:42happy with the experience. You're small,
  415. 12:44you're early, so what can you do to make
  416. 12:45up for being a much newer tool? And
  417. 12:48that's usually one build a really great
  418. 12:49experience and really solve their
  419. 12:50problems. That's the obvious one. Second
  420. 12:52is to ship fast and really take in good
  421. 12:54feedback. This goes both ways. So you
  422. 12:56know you want to pick customers that
  423. 12:57will give you good feedback and you also
  424. 12:59want your customers or you also will
  425. 13:00want to take in the feedback that they
  426. 13:02give you and move very quickly on what
  427. 13:04they're asking. There's a lot of ways
  428. 13:05that are more traditional than just
  429. 13:07building good tools where you can win
  430. 13:09enterprise companies over. You can be
  431. 13:10very supportive. You can listen to
  432. 13:12people. Listening is the most important
  433. 13:14thing you can do for customers. For some
  434. 13:15of our early design partners, we still
  435. 13:17do. We hop on a weekly call with them.
  436. 13:19We basically take in their feedback week
  437. 13:21over week and then we try to deliver at
  438. 13:23a pretty fast rate. And that's the sort
  439. 13:24of thing that will make people pick the
  440. 13:26startup over the really old legacy
  441. 13:28incumbent. Aside from just the tool
  442. 13:30being better,
  443. 13:32one of our largest customers wanted to
  444. 13:34do a deployment of Sol last year. They
  445. 13:36wanted to do it during the most quiet
  446. 13:38period of the year, which was on
  447. 13:40Christmas day because they don't get a
  448. 13:42ton of volume then. I hope that we don't
  449. 13:44have to ask this of the team again. We
  450. 13:46all came in, we worked that week. They
  451. 13:48had been using Solo for a long time and
  452. 13:49they had been championing it internally
  453. 13:51and were very excited. We were like,
  454. 13:52"Okay, if the deployment is going to
  455. 13:54happen on Christmas, like we're going to
  456. 13:55do it." There have been moments like
  457. 13:56that. I think in general, we try to
  458. 13:58really go above and beyond. People are
  459. 14:00trusting us to run their operations. So,
  460. 14:01they'll use sola to send their invoices
  461. 14:04and do their accounts payable or they'll
  462. 14:06use it to actually send out shipments or
  463. 14:08they will enter in patient data. So all
  464. 14:10these things are very critical like uh
  465. 14:12one thing that we realized when we built
  466. 14:13solar is like we can never go down. That
  467. 14:15actually means that a real business out
  468. 14:17there who has hundreds or thousands of
  469. 14:19employees like their their billing is
  470. 14:20going to be late that day. We've done a
  471. 14:21lot to basically maintain that. It's one
  472. 14:24of those things where it's a little bit
  473. 14:25different from like a consumer tool or
  474. 14:28something that's AI that's generating
  475. 14:30copy or you know finding sales leads
  476. 14:32like these things. If your tool goes
  477. 14:34down it's a big deal and it disrupts
  478. 14:36people's work but it's not the end of
  479. 14:37the world. the nature of our business
  480. 14:39when we go down is sort of the end of
  481. 14:40the world. So, we've done a lot for our
  482. 14:42customers. We stay up and running all
  483. 14:44the time. We've spent a million weekends
  484. 14:47and a million different holidays in the
  485. 14:49office. But, I think along the way, it's
  486. 14:51it's been good. Like, there's a little
  487. 14:53bit of, you know, we're extremely
  488. 14:54thankful to the people who trusted us to
  489. 14:56take care of these workflows and made
  490. 14:58the bet on an early new startup. And
  491. 15:00hopefully, we can continue to deliver on
  492. 15:02everything that we've promised.

  493. If You Can't Do It for 10 years, Don't Start

  494. 15:08I think building a startup is really
  495. 15:10really unimaginably difficult. You're on
  496. 15:12a roller coaster and you're constantly
  497. 15:15experiencing very high highs and very
  498. 15:17low lows and then it's also compressed
  499. 15:19and so it's happening, you know, morning
  500. 15:21might be your best day ever and then 2
  501. 15:23hours later you're suffering from
  502. 15:25probably the worst news you've ever
  503. 15:26heard. And this happens uh pretty much
  504. 15:28every day. um maybe every week, maybe
  505. 15:31not like an exact moment, but I think as
  506. 15:33a founder, you really just learn to you
  507. 15:36learn that things sort of return to the
  508. 15:38norm. You have this comfort in your head
  509. 15:39that things will be okay even if they
  510. 15:41don't feel okay because they always end
  511. 15:43up being okay provided that you are
  512. 15:45building in the right market and also
  513. 15:47that you have the right people around
  514. 15:48you. And with those two things, you
  515. 15:50might have some huge incident happens.
  516. 15:53Really bad news like someone leaves the
  517. 15:54team. Maybe a customer is your champion
  518. 15:57who you were selling to left and in the
  519. 16:00middle of the sales process. Like these
  520. 16:01things feel really bad. And then once
  521. 16:03you get a little bit more used to them
  522. 16:05and they've been happening so often, you
  523. 16:07learn to take a step back and you're
  524. 16:08kind of able to process a lot more of
  525. 16:11the things happening at a startup um
  526. 16:13than before. And I think the early team
  527. 16:14also kind of learns that as well and be
  528. 16:16able to look at the big picture and that
  529. 16:19tends to be much more helpful in terms
  530. 16:20of just mental piece when you're doing
  531. 16:22this.
  532. 16:24What we're trying to build is a really
  533. 16:26big mission. So there will be no problem
  534. 16:28of us having 10 years to spend on it. I
  535. 16:30think it's an enormous problem space.
  536. 16:32The other is that I I really do believe
  537. 16:33in what Solola is trying to accomplish.
  538. 16:35Um, I think that there's a lot of work
  539. 16:37that people shouldn't have to do that's
  540. 16:38very manual and very tedious. And if we
  541. 16:40can free people up, they can do things
  542. 16:41that are very fulfilling and creative
  543. 16:43and very interesting. And I hope that,
  544. 16:45you know, businesses can start running
  545. 16:46on sola and relying on sola to do the
  546. 16:48things that are manual and wrote and
  547. 16:50that people don't really want to do and
  548. 16:52instead spend time on things that are
  549. 16:54exciting and think through leadership
  550. 16:55and strategy and decision-m and all the
  551. 16:57more interesting parts of work.
  552. 17:07[Music]
Silicon Valley’s Top Investors Bet on This 22-Year-Old Founder | Sola, Jessica Wu — Transcriptly