GV Ravishankar emphasizes partnership over ownership with founders, describing his role as governing rather than ruling by asking tough questions while giving real independence, and he's known for very practical consumer-insight-driven advice like challenging Rebel Foods' pizza strategy by saying he wouldn't buy pizza from Starbucks. He was an early architect of Sequoia India's pivot back to true early-stage investing as early as 2011 and thinks in clearly segmented stage playbooks, being very hands-on at 25-40% ownership in early rounds versus lighter-touch support at 5-10% in later growth stages. GV Ravishankar emphasizes partnership over ownership with founders, describing his role as governing rather than ruling by asking tough questions while giving real independence, and he's known for very practical consumer-insight-driven advice like challenging Rebel Foods' pizza strategy by saying he wouldn't buy pizza from Starbucks. He was an early architect of Sequoia India's pivot back to true early-stage investing as early as 2011 and thinks in clearly segmented stage playbooks, being very hands-on at 25-40% ownership in early rounds versus lighter-touch support at 5-10% in later growth stages.