A lot of people here are justifying why from an employee's perspective it makes sense for a company to fire their founder CEO. But it's worth noting that a material percentage of HN readers are also current or future founders, and from their perspective it's 100% valuable to know the track record of VCs. As you build your company and go through multiple rounds of funding, you are going to occasionally have to make a choice between two or more VCs. While I have been lucky to have never been on the receiving end of VC shenanigans, I know enough people who can't say the same thing. It usually starts very innocently, like: "hey, look at this COO candidate, wouldn't they be amazing to help you build this company?" Except that the COO has a long relationship with the VC, and you can pretty much assume that every little thing that happens at the company will be immediately telegraphed. Another VC favorite is to be "helpful" in building the company and meet a bunch of your staff (or, worse, take them out for coffee). Again, thanks but no thanks. One more: 360 reviews that are shared with the board (why don't we get the board members' 360s from their previous CEOs?). And then the most damaging and highly unethical one: a CEO coach with loose lips (a very close VC friend has told me that he's successfully using one that works with many top companies - no, I won't share any details). In all these instances, I fully expect the employees to say - why not? But if you've ever been in the hot seat, you'll understand what you're up against, and if you're smart you'll say no to all of these (assuming you have the ability to choose, which often times you will not).