杰夫·喬丹從一排樹后閃出，身穿黑色長袖襯衫和藍色短褲，右腿上戴著膝蓋支架（打籃球受過傷），背包里裝滿了水瓶和應急濾水吸管（別問為什么）。他身材瘦削，一頭短短的黑發(fā)，在加州波托拉谷他家附近的小徑上接受邊走邊談的采訪之前，他已經(jīng)在樹林里徒步了40分鐘?！安缓靡馑?，”他說道，“我起太早了?！?/p>

喬丹現(xiàn)年60歲，喜歡在早上享受獨處時光。他在附近的風險投資公司安德森-霍洛維茨工作，總是見各種企業(yè)家，聽人推銷，決定哪些人描繪的前景值得公司提供支持。但在凌晨，他常常獨自啟程?！肮ぷ髦形冶仨毻庀?，為了平衡我就去山林里漫步?！彼f道，然后他承認了令人驚訝的一點，自己的性格“介于內向與外向之間”，至少在充斥著A型性格的硅谷風投圈里令人震驚。喬丹說：“一天里面只有這件事情是我可以獨處，其他時候都是一場會接一場會?！?/p>

幸運的是，對喬丹和合作伙伴來說，雖然不停開會令人疲累，但收獲頗豐。喬丹代表安德森-霍洛維茨搶先投資了一些科技公司，現(xiàn)在都成為了大熱門，如民宿短租平臺愛彼迎、食品快遞公司Instacart和興趣分享網(wǎng)站Pinterest等。Pinterest是喬丹在2011年加入該公司以后的首筆投資，當時安德森-霍洛維茨押下了10億美元的重注。喬丹也獲得了金錢以外的獎勵：今年早些時候，他成為了這家成立已經(jīng)10年的風投公司管理合伙人，目前負責人事、預算、日常運營等事務，同時繼續(xù)負責投資，并擔任多家公司的董事會成員。（他在9家公司的董事會中任職，其中包括仍然是私營公司的愛彼迎和Instacart、剛上市的Pinterest以及高風險的電動摩托車初創(chuàng)公司Lime。）

硅谷這個全球科技行業(yè)中心向來不乏自大狂，也孕育出各種絕妙創(chuàng)意，喬丹在其中顯得像個異類。盡管人們都說風投是吃青春飯的行業(yè)，而他直到50多歲才入行。不是技術專家的他，更偏重綜合管理，在硅谷可謂典型的二等公民。而且他自己也承認討厭成為聚光燈的焦點。坦率地說，他擁有的正是硅谷巨擘在各種丑聞和錯誤中逐漸流行起來的東西：經(jīng)驗。喬丹此前在迪士尼和eBay工作時的上司梅格·惠特曼這樣說道：“投資需要辨別模式，杰夫就能辨別出他投資的公司擁有的潛力”，這要歸功于他在職業(yè)生涯早期積攢的經(jīng)驗，特別是在eBay的經(jīng)歷。

由于戰(zhàn)績輝煌，喬丹對“奮斗史”也沒有諱莫如深，現(xiàn)在的企業(yè)家們不管年紀老少都想向他學習。模式辨別不一定容易教，但能夠向高手討教一二還是很有價值的，尤其當高手也偶爾犯錯，也沒有總是身處最高層時。至于他的動力，可以這么說，喬丹有自己想證明的東西，所以他還是很適合硅谷。

Wearing a long-sleeve black shirt, blue shorts, a knee brace on his right leg (basketball injury), and a backpack filled with water bottles and an emergency water-filtration straw (don’t ask), Jeff Jordan appears from behind a line of trees. Lean bordering on gaunt, with closely cropped black hair, Jordan has already hiked 40 minutes in the woods before arriving for a scheduled walk-and-talk on a trail near his home in ?Portola Valley, Calif. “Sorry,” he says. “I wake up really early.”

Jordan, who is 60, savors his alone time in the morning. Office hours are at the nearby venture capital firm Andreessen Horowitz, where he meets with entrepreneurs, listens to pitches, and decides which of these prospects are worthy of the firm’s backing. But in the wee hours, he typically sets out alone. “I have to be an extrovert at work. So to recover, I just walk through the hills,” he says, before making the shocking confession, at least in the type A world of Silicon Valley VCs, that he’s “right on the introvert-extrovert line.” Says Jordan: “It’s the only thing in my day I do that’s solitary. Everything else is meeting after meeting after meeting.”

Fortunately for Jordan and his partners, his enervating face time has proved fruitful. On behalf of Andreessen Horowitz, Jordan invested early in what are now some of the hottest companies in tech, including home-?sharing giant Airbnb, grocery delivery company Instacart, and the hobbyist site -Pinterest. The firm’s bet on Pinterest alone, one of Jordan’s first after joining the firm in 2011, is worth $1 billion. Jordan’s nonmonetary reward: Earlier this year he became managing partner of the decade-old firm, meaning he’s now responsible for personnel, budgeting, day-to-day operations, and the like, all while continuing to invest and sit on boards. (He’s currently on nine, including still-private Airbnb and Instacart, newly public Pinterest, and high-stakes e-scooter startup Lime.)

Jordan is a bit of an outlier at the epicenter of the global technology industry, a place of titanic egos and triumphs borne of brilliant ideas. He didn’t become a VC, widely acknowledged to be a young person’s game, until he was in his fifties. He’s not a technologist but rather a general-management type, typically second-class citizens in the Valley. And he at least professes to hate being in the spotlight. What he has, in spades, is something that is gaining currency amid the scandals and missteps of the Valley’s behemoths: experience. Says Meg Whitman, Jordan’s boss at Disney and later at eBay: “Investing requires pattern recognition, and Jeff was able to recognize the potential” of the companies he has invested in, thanks to what he had seen earlier in his career, particularly at eBay.

Thanks to these successes, and the battle scars Jordan makes no effort to hide, entrepreneurs young and old now want to learn from him. Pattern recognition can’t necessarily be taught. But getting advice from someone who can see it—especially when that someone didn’t always make the right call or climb to the highest rung on the ladder—is beyond valuable. As for what drives him, well, let’s just say Jordan isn’t above having something to prove, a trait that makes him fit in rather well in Silicon Valley after all.

喬丹對愛彼迎的第一反應是“最愚蠢的點子”。當時是2011年，他在亞利桑那州參加Allen & Co.公司的一場科技投資會議。布賴恩·切斯基還是個相對不知名的企業(yè)家，他在會上解釋業(yè)務時，喬丹的腦海中立刻列出了向陌生人提供住宿的各種風險。突然他腦中靈光一閃，愛彼迎快速增長以及給屋主和租房者搭線的在線市場讓他想起了eBay。他說，當時有種“似曾相識的感覺”。他在eBay高層工作過7年，確實見過類似模式。

會后喬丹和切斯基見了一面，討論了網(wǎng)絡效應，即產品或服務的價值隨著用戶增多而變大的效應。當時切斯基正在尋找投資者，喬丹表示有興趣。他正好厭倦了運營餐廳訂座網(wǎng)站OpenTable，這時馬克·安德森和本·霍洛維茨問他是否有興趣加入剛成立不久的公司。兩人讓喬丹找消費領域的熱門公司，他首先想到的就是愛彼迎。后來他加入公司，也投資了愛彼迎。喬丹帶公司對愛彼迎投資了6000萬美元，而根據(jù)其最新估值計算，當時投資股份的價值已經(jīng)增長30倍。切斯基邀請喬丹擔任愛彼迎董事會成員，沒有選安德森。“第一次見面開始，杰夫給我的印象就是該向他學習。”切斯基表示。

擔任愛彼迎董事沒有幾天，喬丹便證明了自己的能力。愛彼迎的一位租戶破壞了房子，嚴重破壞了陌生人市場中至關重要的信任。愛彼迎要打造能夠讓房主安心的體系。喬丹在eBay曾經(jīng)推出名為“買方保護”的項目，幫助解決了買賣雙方之間的問題。他建議切斯基推出名為“房東保障”的財損保護政策，可以補償房東遭受的損失或損害，最高補償金額可達5萬美元，后來提高到100萬美元。此后，喬丹用在eBay積累的經(jīng)驗教訓向愛彼迎提供了其他方面的咨詢建議，如國際擴張、增加網(wǎng)站功能和設計新產品等。喬丹稱之為“給蛋糕加層”，都是eBay用過的招數(shù)。

Jordan’s first reaction to Airbnb was that it was “the stupidest idea I had ever heard.” It was 2011, and he was at an Allen & Co. tech-investing meeting in Arizona. Brian Chesky, then a relatively unknown entrepreneur, was explaining his business, and Jordan couldn’t help mentally listing the number of risks associated with opening up one’s home to strangers. Then it hit him. Airbnb’s fast growth and online marketplace that matched homeowners with renters reminded him of eBay. It was, he says, “a déjà vu experience.” Having worked in top positions at eBay for seven years, he literally had seen this picture before.

Jordan and Chesky met after the entrepreneur’s talk, and the two discussed network effects, the notion that a product or service becomes increasingly valuable the more people who use it. Chesky was looking for investors, and Jordan was interested in becoming one. He’d grown bored running OpenTable, a restaurant reservation site, when Marc Andreessen and Ben Horowitz asked if he’d be interested in joining their young firm. The duo asked Jordan to name a hot company in the consumer sector. The first to come to mind was Airbnb. He got the job and the deal. Jordan guided the firm’s $60 million investment in Airbnb, a stake that has grown 30-fold at the private company’s last valuation. Chesky chose Jordan over Andreessen to be an Airbnb board member. “From the first time we met, Jeff struck me as somebody I should learn from,” he says.

Days after becoming an Airbnb director, Jordan proved his mettle. An Airbnb renter vandalized a home, jeopardizing the trust critical for a marketplace among strangers. Airbnb needed a system to make homeowners comfortable. Jordan had introduced a program at eBay called Buyer Protection, which helped resolve issues between buyers and sellers. He advised Chesky to create a property damage protection policy called Host Guarantee that would cover loss or damage by renters up to $50,000, a figure that has since grown to $1 million. Since then Jordan has applied his eBay lessons in advising Airbnb in other ways, including international expansion, adding site functionality, and designing new products, a process Jordan calls “adding layers to the cake” and all steps eBay took.

喬丹聲稱，他投資時看重的并非公司是否處在早期階段，而是要看到一些吸引人的跡象。2011年他遇到Pinterest時，該公司正好達到了“產品與市場契合”的階段。這在硅谷是人人都奉為圭臬的準則，指的是創(chuàng)意很棒又吸引到合適的用戶。喬丹說：“我在投資中最擅長的就是，略有信號我就能夠反應過來?！碑敃rPinterest沒有做太多的推廣，已經(jīng)實現(xiàn)用戶快速增長。Pinterest的聯(lián)合創(chuàng)始人及首席執(zhí)行官本·西爾伯曼說，喬丹“發(fā)現(xiàn)了Pinterest與eBay早期的相似之處，就是既涉及商業(yè)，又具備社區(qū)特征?！?/p>

當然，即便智慧超群又擅長辨別模式，也做不到萬無一失，喬丹歷經(jīng)磨難才意識到。投資愛彼迎和Pinterest的同一年，他還投資了名為Fab.com的電子商務初創(chuàng)公司。安德森-霍洛維茨牽頭，意味著公司對這筆投資給予了認可。后來安德森-霍洛維茨向成立不久的公司投了4000萬美元。喬丹也看到了積極增長的跡象：Fab.com的首席執(zhí)行官賈森·戈德堡當時表示，每天在線銷售額達10萬美元。

估值終于達到接近10億美元時，F(xiàn)ab開始出現(xiàn)頹勢。該公司向國際市場擴張過早，在營銷上花費過多?！暗案饧訉印焙推渌l(fā)揮用戶群增長的模式對Fab都不起作用，2015年，F(xiàn)ab只得以1500萬美元的價格出售資產。

喬丹說，投資Fab的經(jīng)歷“像地獄一樣痛苦”，也擔心因此工作不保。他回憶道，另外三家曾經(jīng)支持Fab的風投很快就選擇退出。“砰，砰，砰，”他一邊說，一邊用手比劃成手槍的樣子，虛射了三發(fā)子彈。喬丹記得走進安德森的辦公室，問道：“有什么話對我說嗎？”安德森答道：“我們還投著愛彼迎？也還投著Pinterest？好吧，你可以留下來?！?/p>

Jordan claims his investing sweet spot is not a company’s earliest stages but rather when he can see some signs of traction. When he encountered Pinterest in 2011, the company had just reached “product-market fit,” a hallowed Silicon Valley cliché for the moment when a nifty idea finds willing customers. “I do best in investing when there’s a little signal to respond to,” Jordan says. Pinterest already had rapid user growth despite limited marketing. Jordan, says Ben Silbermann, Pinterest’s cofounder and CEO, “saw similarities between Pinterest and the early days of eBay, which had aspects of commerce as well as aspects of community.”

Wisdom and the ability to discern patterns aren’t foolproof, of course, and Jordan found this out the hard way. The same year he invested in Airbnb and Pinterest he also staked an e commerce startup called Fab.com. Andreessen Horowitz led the investment round, meaning it put its imprimatur on the deal. It eventually pumped $40 million into the young company. Jordan saw the positive telltale signs of growth: The company’s CEO, Jason Goldberg, said at the time his company was generating $100,000 in online sales per day.

Fab would eventually reach a valuation of almost $1 billion, and then it began to falter. It expanded prematurely into international markets and spent too heavily on marketing. “Cake-layering” and otherwise leveraging a growing user base didn’t work for Fab, and the company sold its assets in 2015 for $15 million.

Jordan, who calls the Fab experience “painful as hell,” feared for his job. He recalls that three other VCs who backed Fab exited their firms soon after. “Boom. Boom. Boom,” he says, forming a finger pistol and loudly firing three bullets. Jordan remembers walking into Andreessen’s office to ask, “Anything I should know?” Andreessen’s response: “Are we still in Airbnb? Are we still in Pinterest? Okay, you can stay.”

不管在職業(yè)生涯還是個人生活中，喬丹都遇到過真正的挫折。他在費城長大，在家里三個子女中排行老二。喬丹15歲那年，曾經(jīng)在制藥公司擔任高管的父親死于癌癥。父親去世之前，母親一直是家庭主婦，后來找了一份行政助理的工作養(yǎng)活全家。喬丹說，在馬薩諸塞州的阿默斯特學院上學時，他的錢只夠交學費，沒有生活費。所以他每個暑假都打工，在校園餐廳當廚師。（到現(xiàn)在他還很愛下廚。）

大學畢業(yè)后，喬丹在信諾保險公司工作過一段時間，有位上司發(fā)現(xiàn)他很有抱負，推薦他去上商學院。他被斯坦福大學錄取后，告訴招生主任沒有錢去上學，招生主任說：“不來上學你才更虧?！彼暾堉鷮W金和助學貸款，終于讀完了書。從斯坦福畢業(yè)后，他在波士頓咨詢公司工作了三年，然后加入了知名的迪士尼戰(zhàn)略團隊，上司是梅格·惠特曼。

盡管迪士尼已經(jīng)是美國最具代表性的品牌之一，但他還是沒有忍住誘惑，轉而投身新興的互聯(lián)網(wǎng)行業(yè)，1998年出任在線DVD銷售商Reel.com的首席執(zhí)行官，但公司后來倒閉了?！澳鞘俏衣殬I(yè)生涯中最大的失敗?！眴痰ふf道?！澳羌夜竞茉愀猓以镜南Ｍ淇樟??！彼鞠霂ьI公司上市，卻在6個月后辭職，重新投向惠特曼麾下，當時惠特曼也前往eBay擔任首席執(zhí)行官。

在1999年喬丹加入eBay擔任北美地區(qū)總經(jīng)理時，公司的規(guī)模還很小。6年后，該部門的員工人數(shù)已經(jīng)達到6000人。喬丹是惠特曼領導團隊的關鍵成員，2002年支持以15億美元收購PayPal。eBay內部對該筆交易曾有爭議，因為公司已經(jīng)擁有名叫Billpoint的支付公司。“形勢很明顯，Billpoint敗得很慘?！眴痰ふf道。他之所以看好PayPal，是因為eBay用戶喜歡。喬丹后來出任PayPal的總裁，在eBay蒸蒸日上時曾經(jīng)被視為有望接班惠特曼的人選之一，但惠特曼沒有選擇喬丹，而是選了自己供職過的貝恩公司高管約翰·多納霍。喬丹說，他沒有參與競爭eBay首席執(zhí)行官，選擇離職，也經(jīng)歷了成年以后的第一次失業(yè)。

他考慮過退休?！拔因T車跑遍了每條山路，得有50遍的樣子吧，我準備再來一遍時對自己說，‘好吧，是時候找份工作了?！睆膃Bay離職9個月后，他出任OpenTable的首席執(zhí)行官，但他在eBay的粉絲們認為這份工作簡直大材小用。喬丹說道，有位投資者覺得，“讓他領導這么小破公司太浪費”。盡管如此，他還是帶領OpenTable成功上市而且待了四年，后來他當首席執(zhí)行官感覺像退休一樣，心情很焦慮。“我開始順便為其他公司提供咨詢，因為很開心?！彼f道。就在那時，安德烈森和霍洛維茨打來了電話。

Jordan has known real setbacks in his professional and personal life. He grew up in the Philadelphia area, the middle of three children. His father, who worked as a pharmaceutical executive, died of cancer when Jordan was 15. His mother, a homemaker until then, eventually became the family’s sole provider and found a job as an executive assistant. There was enough money for tuition at Amherst College in Massachusetts but not, says Jordan, for living expenses. So he took jobs as a cook at campus restaurants and throughout his summer breaks. (He remains an enthusiastic cook.)

After college, Jordan worked briefly for the insurer Cigna, where a boss spotted his ambition and recommended business school. He was accepted at Stanford, where he told the admissions director he couldn’t afford to go. She told him, “You can’t afford not to.” He made it work through a combination of financial aid and student loans. After Stanford and three years at Boston Consulting Group, he joined the venerable strategy group at Disney, where his boss was Meg Whitman.

Despite working for one of the most iconic brands in the country, Jordan answered the siren call of the budding dotcom sector, becoming CEO of online DVD seller Reel.com in 1998. The company was a dud. “That was my huge career failure,” says Jordan. “I mean, it was just a terrible business, and I wanted it to be something that it wasn’t.” He was supposed to take the company public but quit after six months to rejoin Whitman, who was now CEO of eBay.

eBay was tiny when Jordan joined as general manager for North America in 1999. Six years later, the unit had 6,000 people. As a key member of Whitman’s leadership team, Jordan championed the $1.5 billion acquisition of PayPal in 2002. The deal was controversial internally because eBay already owned a payments company called Billpoint. “It was clear Billpoint was an abject failure,” Jordan says. He favored PayPal because eBay users favored it. Jordan later became president of PayPal, and at a time eBay was riding high, he was considered a potential successor to Whitman. But she passed over Jordan by hiring John Donahoe, the top executive at Bain & Co., where Whitman had once worked. Jordan, who says he took himself out of the running for the eBay CEO job, quit. And for the first time in his adult life he was out of work.

He considered retirement. “I biked every single mountain path like 50 times, and then when I started doing them for the second time, I said, ‘Okay, it’s time to get a job,’?” he says. Nine months after leaving eBay, he became CEO of OpenTable, a job his eBay fans considered beneath him. One investor thought it was “such a waste having him at the head of that teeny little-ass business,” Jordan says he was told. Nevertheless, he took OpenTable public and stayed for four years, eventually becoming as restless as a CEO as he’d been as a retiree. “I had started advising companies on the side because I was having fun doing that,” he says. That’s when Andreessen and Horowitz called.

在沙丘路的喬丹辦公室墻上掛著一塊紀念匾，上方掛著框起來的芝加哥公牛隊球衣，匾上寫著：

喬丹

一位真正的領袖。

為其他人樹立榜樣。

絕不搶風頭。

深知團隊合作的重要。

永遠不會被逆境打倒。

上場時總是表現(xiàn)出色。

我們說的不是邁克爾。

祝你好運，杰夫。

“那是我在離開迪斯尼時收到的送別禮物。”他說道，隨后展示了從其他公司收獲的“戰(zhàn)利品”：他在eBay和PayPal工作時的業(yè)績圖表，都裝裱了框架。“我在1999年加入eBay?！彼钢鴪D表說?！拔邑撠熃?jīng)營的第一年，商品交易總額達到了30億美元?！鄙唐方灰卓傤~是eBay最看重的平臺商品交易總量指標。在他離開eBay時，該數(shù)字已經(jīng)增加到190億美元。

如果不算Reel.com（錯誤選擇）和OpenTable（按照硅谷的高標準來衡量還算成功），喬丹一直都是個配角。在擔任迪士尼和eBay高管期間，他為邁克爾·艾斯納和梅格·惠特曼等知名首席執(zhí)行官的成功做出了貢獻。在安德森-霍洛維茨的大門上，永遠也不會出現(xiàn)他的名字。

但除了在eBay和OpenTable積累的財富，以及剛加入安德森-霍洛維茨取得的勝利之外，他有另一個衡量成功的標準。他稱之為“記分卡”，也就是人們常說的業(yè)績記錄。“我最大的問題是不喜歡談論自己?！彼f道，同時指出他在安德森-霍洛維茨的行業(yè)投資榜上始終居于榜首，算是最高段位的謙虛吹牛了。事實上，喬丹在世邦魏理仕最新的頂級風投大佬排行榜上排名第五，該排名主要定量衡量，而不是按照受歡迎的程度排名。

喬丹甚至還贏得了競爭對手的贊譽。風投公司Benchmark的比爾·格利表示：“在我看來，安德森-霍洛維茨最具代表性的一些投資背后都是杰夫推動的。”（兩人既做過盟友，也做過競爭對手；喬丹執(zhí)掌OpenTable時，格利曾經(jīng)是投資者。）

被問到為何可以在山間小徑上自在享受，卻還要努力研究公司報告，在董事會中任職，每天見各種人時，喬丹將身體前傾過來說：“這能讓我保持年輕?！碑斕焱硇r候，喬丹與斯坦福商學院的6名學生共進午餐介紹自己的從業(yè)生涯，也提出了職業(yè)建議。吃完飯與大家握手告別后，他立即前往西雅圖參加電子商務公司OfferUp的董事會會議。競爭對手公司的知名風投最近都在縮減投資，但喬丹沒有，最近他還在安德森-霍洛維茨的最新基金擔任合伙人。“我還想多做一段時間。”他說道。

There’s a framed ?Chicago Bulls jersey above a plaque on the wall of Jordan’s Sand Hill Road office that reads:

JORDAN

A true leader.

A role model for other players.

Never steals the limelight.

Understands the need for teamwork.

Never lets adversity get him down.

Always practices excellence on the court.

And we’re not talking about Michael.

Good luck, Jeff.

“That was my going-away present from Disney,” he says. And then he shows his other business trophies: framed charts and graphs from his time at eBay and PayPal. “I joined eBay in 1999,” he says, pointing to the chart. “They did $3 billion in gross merchandise volume the first year I ran it,” referring to eBay’s preferred metric for total commerce conducted on its platform. By the time he left, that number had grown to $19 billion.

Not counting Reel.com, a mistake, and OpenTable, a modest success by the outsize standards of Silicon Valley, Jordan always has played supporting roles. As an executive at Disney and eBay, he had helped contribute to the success of high-profile CEOs like Michael Eisner and Meg Whitman. His name will never be on the door at Andreessen Horowitz.

But he has another measure of success beyond the wealth he accumulated at eBay, OpenTable, and his early wins at ?Andreessen ?Horowitz. He calls it his “scorecard,” otherwise known as a ?personal track record. “My biggest issue is that I don’t like to talk about myself,” he says, while simultaneously noting that he consistently ranks higher than anyone else at Andreessen Horowitz on industry investing lists, a humblebrag of the first order. Indeed, Jordan ranks No. 5 on the most recent CB Insights list of top VCs, a ranking known as more of a quantitative measurement than a popularity contest.

Jordan even wins praise from competitors. “It looks to me that Jeff’s behind some of the firm’s most iconic investments,” says Benchmark’s Bill Gurley. (The two have been allies as well as rivals; Gurley was an OpenTable investor when Jordan ran the company.)

Asked why he’s still at it—?digging through company reports, serving on boards, meeting with so many people when he could be off on his own on the trail, Jordan leans forward and says, “It keeps me young.” Later in the day, Jordan joins six Stanford Business School students for lunch to discuss his career and offer advice about theirs. Immediately after finishing his meal and shaking hands with everyone, he’s off to Seattle for a board meeting of OfferUp, an e-commerce company. Prominent VCs at competing firms have recently opted to scale back their investments. Not Jordan, who has re-upped as a partner in Andreessen Horowitz’s newest fund. “I’ll be doing this for a while,” he says.

行家里手

喬丹曾經(jīng)在波士頓咨詢公司和斯坦福商學院任職，經(jīng)營企業(yè)20年后從事投資。他試過退休，但不習慣享受閑暇。以下是他職業(yè)生涯中一些重要經(jīng)歷。

Smooth Operator

After stints at Boston Consulting Group and Stanford Business School, Jordan logged 20 years running com?panies before he started investing in them. He tried retiring once, but leisure time didn’t suit him. Here are some key stops along the way.

華特迪士尼

（1990-1998）

迪士尼商店全球首席財務官

他在迪士尼最終做到了零售部門（包括迪士尼商店）負責人，主管戰(zhàn)略、財務和業(yè)務發(fā)展，該部門的營收約為10億美元：“這是我第一次嘗到經(jīng)營企業(yè)的滋味?！?/p>

The Walt Disney Co.

(1990–1998)

CFO of The Disney Stores Worldwide

He ultimately was responsible for strategy, finance, and business development for Disney’s retail arm (including the store above), which accounted for about $1 billion in revenue: “This was my first taste of being in an operating business.”

eBay北美公司

(1999–2006)

高級副總裁兼總經(jīng)理

在喬丹的管理下，eBay順利完成早期發(fā)展，成為互聯(lián)網(wǎng)最大的商業(yè)品牌之一。（上圖中拿字母“a”的人是喬丹。）eBay收購PayPal后，他幫助支付公司PayPal實現(xiàn)營收同比增長39%。

eBay, North America

(1999–2006)

Senior Vice President and General Manager

Jordan oversaw eBay’s early growth into one of the Internet’s biggest commerce brands. (That’s him holding the “a.”) After eBay bought PayPal, he helped the payments company increase revenue by 39% year over year.

OpenTable

(2007–2011)

總裁兼首席執(zhí)行官

2009年，在金融危機最嚴重之際，他帶領在線訂座公司首次公開上市。掛牌首日該公司股價暴漲近60%。他任職期間股價上漲了三倍多。

OpenTable

（2007-2011）

President and CEO

He led the online reservation company through its initial public offering in 2009 at the height of the financial crisis. On its first trading day, the company’s stock price popped nearly 60%. It increased more than threefold during his tenure.

安德森-霍洛維茨

（2011年至今）

管理合伙人

喬丹將經(jīng)驗總結為搶先投資了硅谷最熱門的一些科技公司，如愛彼迎（創(chuàng)始人見上圖）、Pinterest、Instacart、Lime、Lookout、OfferUp、Accolade和Wonderschool等。（財富中文網(wǎng)）

本文另一版本登載于《財富》雜志2019年7月刊，標題為《見多識廣的風投大佬》。

譯者：艾倫

審校：夏林

Andreessen Horowitz

(2011–Present)

Managing Partner

Jordan credits his operating experience for investing early in some of Silicon Valley’s hottest tech companies. They include Airbnb (whose founders are pictured here), Pinterest, Instacart, Lime, Lookout, OfferUp, Accolade, and Wonderschool.

A version of this article appears in the July 2019 issue of Fortune with the headline “The VC Who’s Seen It All Before.”