Running a great interview and bringing in the very best people is do-or-die for any startup company. With mediocre people, even trivial problems become impossible to solve. With excellent people, very difficult problems will solve themselves, without intervention from leadership.

Getting absolutely first-rate people is crucial.

Here are a few that I've seen play out again and again: I think the most important thing that you get from experience is a sense for what things are common across a lot of different circumstances. But for most of the biggest, most impactful choices, it's really an aesthetic choice that the founders and the execs have to make about priorities, risks, and values. There are some dynamics that play out again and again, where there really is a 'right' answer. I often get questions from entrepreneurs about the 'right' way to build a company. One of the things that I've learned is that every startup is unique. With such success in turning startups into viable companies, what are some of the guiding principles you follow that will help elevate the success of Luminous? You’re now serving as president of Luminous.

You’ve founded four companies in the optics and photonics space, two of which were acquired by Cisco and Nokia, respectively. Hochberg just after the announcement to learn more about how he’ll approach his new leadership role.

Luminous seeks to overcome the shortcomings of today’s existing supercomputers by delivering scalable AI systems using silicon photonics to build more power-efficient and bandwidth-dense data links. His new leadership role in the machine learning systems company comes on the heels of a $105 million Series A round of funding. By Abby Proch, former editor Michael Hochberg, PhDĬalifornia startup Luminous Computing just announced Michael Hochberg, PhD as the company’s incoming president.

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