Podcasts about board observer

Send us a textJuan Zavala joined New Markets Venture Partners in 2019 and is a Partner. He is responsible for sourcing, evaluating, and executing new investment opportunities as well as supporting existing portfolio companies and firm operations. He serves as a Board Director for Brains and Motion Education, Nexford University, and CreatorUp, and as a Board Observer for App Academy, BetterLesson, Censia, Climb Credit, Concentric Educational Solutions, Datapeople, Motimatic, and Regent Education. He is also actively involved with Mantra Health and Acceleration Academies. 

What happens when the people deciding which startups get funded rethink the rules of who belongs at the table? In this episode, host Marcia welcomes Kate McAndrew, co-founder of the Baukunst fund, who shares her journey from arts student to leading pre-seed venture capitalist with a fresh perspective on building companies.Kate discusses how she's redefining the early stage investment process—focusing on community, creativity, and making capital accessible for underrepresented founders. She also weighs in on the practical realities of AI, groundbreaking fund models, and the powerful role of networks in startup success.If you're curious about how the next generation of startups are being launched, and who's working to open up the investing world for new voices, this conversation is essential listening. To get the latest from Kate McAndrew, you can follow her below!https://www.linkedin.com/in/kateprestonmcandrew/ https://baukunst.co/ Sign up for Marcia's newsletter to receive tips and the latest on Angel Investing!Website: www.marciadawood.comLearn more about the documentary Show Her the Money: www.showherthemoneymovie.comAnd don't forget to follow us wherever you are!Apple Podcasts: https://pod.link/1586445642.appleSpotify: https://pod.link/1586445642.spotifyLinkedIn: https://www.linkedin.com/company/angel-next-door-podcast/Instagram: https://www.instagram.com/theangelnextdoorpodcast/TikTok: https://www.tiktok.com/@marciadawood

As one of the first Insurtech operators turned investor, Dave leads OMERS Ventures Insurtech portfolio which includes investments in well-known players such as Clearcover, Foresight, WeFox and Joyn. Most recently at Hippo as VP of Growth, Dave oversaw the company's execution and strategy around Smart Home and emerging products. Dave's journey in Insurtech started in 2017 while at Comcast Xfinity where he designed a distribution partnership with Hippo to sell homeowners insurance to Comcast's 30M+ customers. In that role Dave secured his P&C license and set up a national agency. Dave was also part of the team at Comcast that led Hippo's $25M Series B in 2018. Additionally, Dave has founded and led several technology startups giving him a deep understanding of the challenges faced by entrepreneurs. Dave is passionate about the intersection of technology and insurance and is a firm believer that we are in the early stages of what will be a watershed moment for the sector. He is an active writer and speaker on the industry. Dave also is a Board Director of Joyn Insurance and a Board Observer for Clearcover, Foresight and WeFox as we well multiple Fintech investments. Dave has a BA in Policy Studies from Dickinson College in Carlisle, PA. He is also a licensed P&C insurance agent. Episode Summary
In this episode, we dive into the evolving landscape of InsurTech with insights from Dave Wechsler, a seasoned entrepreneur and venture capitalist. The discussion covers the challenges and opportunities within the insurance industry, particularly in the context of technological advancements and market dynamics.
 Guest Background: Dave's journey through various startups and their transition into the venture capital world. Insights into the role of technology in transforming traditional insurance practices. Dave started the InsurTech Rap weekly podcast because of his feeling of the importance of networking and collaboration among industry professionals. Current Trends in InsurTech: The impact of AI and machine learning on underwriting and claims processing. Discussion on the shift from legacy systems to modern, tech-driven solutions. Embracing Experimentation: The willingness to experiment and learn from failures is crucial for success in the InsurTech space. As [Guest Name] noted, traditional companies often lack the flexibility to innovate, making it essential for startups to leverage their agility. The Role of AI: Artificial intelligence is reshaping the landscape, offering new tools and capabilities that can enhance underwriting processes and customer engagement. However, it also presents challenges as new entrants can disrupt established players with more advanced solutions. Challenges for Entrepreneurs: Navigating the complexities of entering new markets and the importance of adaptability. The significance of building a strong brand and community in the InsurTech sector. Future Outlook: Predictions for the InsurTech landscape in the coming years, including the role of blockchain and smart contracts. The necessity for established companies to innovate and embrace new technologies to stay competitive. Resources Mentioned: insurtechrap.com Join the show live every Thursday at 2 PM EST for more discussions on InsurTech trends and insights. This episode is brought to you by The Future of Insurance thought leadership series, available globally from Amazon in print, Kindle and Audible audiobook. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Welcome to The Inner Game of Change, the podcast that explores the evolving landscape of change management, leadership, and transformation.Today, I am chatting with Ian Heard Director of Public Sector Modern Work at Microsoft ANZ — a leader who is right at the heart of how AI is reshaping the way we work. In this episode, we talk about the real story behind GenAI Copilot, what change looks like inside Microsoft, and why the role of a change manager might just be turning into a “Chief Excitement Officer.” From navigating resistance (yes, even inside Microsoft) to embracing agentic workflows, this episode offers a grounded look at how leadership and curiosity go hand in hand in today's fast-moving world.We also dig into what makes AI adoption truly work — the mindset, the momentum, and the magic that happens when teams stop asking if it works and start exploring how it can help. This one's real, practical, and full of good humour, forward-looking ideas, and insights for anyone navigating what's next.I am grateful to have Ian chatting with me today. AboutAs Director for Microsoft's Public Sector Modern Works business in ANZ I lead an all-star team, helping our customers across Government, Health and Education to re-imagine productivity through Cloud and AI solutions such as Microsoft 365 Copilot, Microsoft 365 and Windows 365. This role builds on a career at Microsoft where I have been fortunate to be part of major market transitions in Enterprise Productivity solutions across ANZ and Asia with solutions such as Microsoft Team, Windows 365, Microsoft 365 and the development of Microsoft Security. As a leader I am passionate about fostering a culture of continuous learning and innovation. I prioritize empowering my team to stay ahead of industry trends, whilst being customer obsessed and centre my approach on challenging them to both exceed their potential and their customer's expectations. Prior to Microsoft, I cultivated a career with diverse experiences as a leader in multiple geographies and role types in organisations from start-ups and scale-ups through to multi-nationals. Complementing my corporate career, I have a passion for social impact and seek to be active in the NFP space, as seen as my tenure leading Microsoft's ANZ Give initiative and tenure at Ovarian Cancer Australia as a Board Observer. I am always eager to connect with like-minded professionals and explore opportunities for collaboration and growth. Let's connect and discuss how we can drive innovation and success together.Contactlinkedin.com/in/ianheardSend us a textAli Juma @The Inner Game of Change podcast Follow me on LinkedIn

Welcome back to the Alt Goes Mainstream podcast.Today's episode features an industry titan who has been on the forefront of the intersection of alts and wealth.We talk with Stephanie Drescher, Partner, Chief Client and Product Development Officer at Apollo and a member of the firm's Leadership Team. She oversees the Client and Product Solutions Group (CPS), which includes Apollo's Global Wealth Management Solutions, Institutional Sales, and Global Product teams. She is also involved with Apollo's strategic investments in private markets, as a Board Observer at iCapital and a Board Member at Vega.Stephanie is responsible for leading Apollo's global wealth buildout, which is one of the firm's strategic priorities. They've invested heavily in educational resources and have built out a specialized team to work with the wealth channel. Apollo has set a goal of achieving $150B from its global wealth business by 2029 and, in 2024, under Stephanie's leadership the global wealth business exceeded the total capital raised in 2023 from the wealth channel.Before joining Apollo in 2004, Stephanie was with JP Morgan for 10 years, working primarily in its Alternative Investment Group.Stephanie and I had a fascinating conversation about how to build and scale a business in the wealth channel. We discussed:What is safe and what is risky?How can investors approach asset allocation and portfolio construction?How working with institutional investors has influenced and helped Stephanie think through how to work with investors in the wealth channel.The anatomy of building a wealth business.How critical is brand building when working with the wealth channel?Thanks Stephanie for coming on the show to share your wisdom and expertise on private markets and work with the wealth channel.A word from AGM podcast sponsor, Ultimus Fund SolutionsThis episode of Alt Goes Mainstream is brought to you by Ultimus Fund Solutions, a leading full-service fund administrator for asset managers in private and public markets. As private markets continue to move into the mainstream, the industry requires infrastructure solutions that help funds and investors keep pace. In an increasingly sophisticated financial marketplace, investment managers must navigate a growing array of challenges: elaborate fund structures, specialized strategies, evolving compliance requirements, a growing need for sophisticated reporting, and intensifying demands for transparency.To assist with these challenging opportunities, more and more fund sponsors and asset managers are turning to Ultimus, a leading service provider that blends high tech and high touch in unique and customized fund administration and middle office solutions for a diverse and growing universe of over 450 clients and 1,800 funds, representing $500 billion assets under administration, all handled by a team of over 1,000 professionals. Ultimus offers a wide range of capabilities across registered funds, private funds and public plans, as well as outsourced middle office services. Delivering operational excellence, Ultimus helps firms manage the ever-changing regulatory environment while meeting the needs of their institutional and retail investors. Ultimus provides comprehensive operational support and fund governance services to help managers successfully launch retail alternative products.Visit www.ultimusfundsolutions.com to learn more about Ultimus' technology enhanced services and solutions or contact Ultimus Executive Vice President of Business Development Gary Harris on email at gharris@ultimusfundsolutions.com.We thank Ultimus for their support of alts going mainstream.Show Notes00:00 Introduction and Message from our Sponsor, Ultimus Fund Solutions01:55 Welcome Back to Alt Goes Mainstream02:04 Introducing Stephanie Drescher03:55 Stephanie's Journey at Apollo04:14 Focus on Institutional Clients04:43 Strategic Focus on Wealth Channels05:05 Learning from Different LPs05:27 Early Days at J.P. Morgan08:04 Importance of Communication08:17 Transparency and Client Centric Approach08:56 Educational Initiatives at Apollo10:07 Apollo Academy Engagement10:42 Content Creation Strategy11:37 Combining Short and Long Form Content11:43 Direct Client Communication12:00 Distribution and Marketing12:26 Client Centric Approach13:06 Creating a Narrative for Private Markets13:40 Defining Private Markets14:34 Public vs. Private Markets15:50 Changing Definitions in Private Markets16:18 Impact of 2022 on Public Markets17:02 Concentration in Public Markets17:41 Benefits of Private Markets18:17 Helping Clients Understand Private Markets18:44 Developing Accessible Solutions19:45 Client Focused Solutions19:51 Balancing Client Needs and Market Nuances20:15 Apollo's Origination Capability22:12 Athene's Role in Apollo's Strategy24:26 Tax Efficiency in Private Markets25:39 Wealth Channel vs. Institutional Investors25:48 Solving for Tax Challenges25:53 Listening to Client Needs27:31 Avoiding K1s and Capital Costs28:17 Process and Adoption of Private Markets29:07 Investing in Technology30:08 Insights from Technology Investments31:06 Shared Industry Solutions32:02 Digital Outreach and Thought Leadership32:38 Apollo's Brand and Public Presence33:02 B2B2C Relationships33:10 Building Apollo's Brand33:50 Communicating Apollo's Value Proposition34:04 Reaching the End Client35:39 Media Presence and Brand Awareness36:59 Tangible Impact of Private Credit37:35 Evolution of Private Credit38:14 Role of Asset Backed Credit38:46 Alternative Asset Managers in Financial Markets39:18 Partnerships and Convergence39:48 Discretionary Allocations40:11 401(k) Business and Retirement Goals41:18 Focus on Net Return41:52 Provocative Questions on Liquidity43:00 Consistency of Messaging43:26 Innovative Parts of Apollo's Business43:49 Changing Definitions of Alternatives45:23 Phases of Adoption in Wealth Channel47:00 Strategic Focus on Partnerships52:39 Balancing Scale and Customization53:26 Personal Reflections and Future Investments54:48 Conclusion and Farewell

Join us for a fascinating conversation with Marie Asano, partner at the European Circular Bioeconomy Fund (ECBF). Marie shares her unique journey from scientist to venture capitalist, exploring how she now champions sustainable innovations at the intersection of agri, food tech, and the bioeconomy. In this episode, we'll uncover the challenges and opportunities within the bioeconomy, the vital role of venture capital in driving change, and the power of collaboration across industries. Plus, hear about promising startups, emerging trends, and strategies for building a sustainable future. Don't miss this insightful deep dive into the world of sustainable innovation! About Marie Asano: Dr. Marie Asano is a Partner at the European Circular Bioeconomy Fund, where she leads investments in the nutrition and food tech verticals, with a focus on sustainable chemistry, the bioeconomy, and circularity. She also serves as a Board Observer at Nuritas. Before joining ECBF, Marie was a Senior Investment Manager at High-Tech Gründerfonds (HTGF), a German-based seed fund, where she spearheaded early-stage investments in sectors such as chemistry, climate tech, biotech, animal health, and life sciences. In addition, she played a key role in expanding the fund's deal flow and network in the chemical sector. During her tenure, she also served as a Board Observer at Aphea.Bio. Marie holds a PhD in nanochemistry, biophysics, and polymer science from the universities of Liège and Bordeaux. Following her doctoral studies, she earned an MBA from the Collège des Ingénieurs. 00:00 Introduction and Guest Background - Meet Marie Asano and learn how her journey from scientist to venture capitalist shaped her passion for sustainability. 00:21 Journey into Venture Capital - What inspired Marie to make the leap into venture capital and focus on the bioeconomy? 02:03 Impact and Sustainability in Bioeconomy- Exploring how the bioeconomy is reshaping industries and driving sustainable impact. 06:29 Challenges in Bio-based Packaging- Why is creating sustainable packaging so tricky? Marie shares her insights. 10:50 Cross-sector Collaboration for Bioeconomy- How partnerships between sectors are key to advancing the circular bioeconomy. 16:12 Comparing Bioeconomy Approaches: Europe vs. US- What sets Europe apart from the US in tackling bioeconomy challenges? 20:37 Future of Bioeconomy and Emerging Trends- A sneak peek at groundbreaking trends and innovations shaping the future. 23:29 Investment Strategies and Challenges for Startups- Marie's advice for startups: what it takes to secure funding and succeed in the bioeconomy. 30:32 Portfolio Highlights and Success Stories -Behind the scenes with ECBF: success stories and lessons learned from their portfolio. 37:40 Final Thoughts and Reflections- Marie's parting wisdom on creating a more sustainable and innovative future.

In this episode, we explore the nuances behind Microsoft's recent decision to leave their board observer seat at OpenAI. We'll delve into the potential political and business factors, including any influence from China's policies and strategies in the tech sector. Get on the AI Box Waitlist: ⁠⁠⁠⁠https://AIBox.ai/⁠⁠⁠⁠ AI Facebook Community: ⁠⁠https://www.facebook.com/groups/739308654562189⁠

In this episode, we explore the nuances behind Microsoft's recent decision to leave their board observer seat at OpenAI. We'll delve into the potential political and business factors, including any influence from China's policies and strategies in the tech sector. Get on the AI Box Waitlist: ⁠⁠⁠⁠https://AIBox.ai/⁠⁠⁠⁠ AI Facebook Community: ⁠⁠https://www.facebook.com/groups/739308654562189⁠

In this episode, we explore the nuances behind Microsoft's recent decision to leave their board observer seat at OpenAI. We'll delve into the potential political and business factors, including any influence from China's policies and strategies in the tech sector. Get on the AI Box Waitlist: ⁠⁠⁠⁠https://AIBox.ai/⁠⁠⁠⁠ AI Facebook Community: ⁠⁠https://www.facebook.com/groups/739308654562189⁠

In this episode, we explore the nuances behind Microsoft's recent decision to leave their board observer seat at OpenAI. We'll delve into the potential political and business factors, including any influence from China's policies and strategies in the tech sector. Get on the AI Box Waitlist: ⁠⁠⁠https://AIBox.ai/⁠⁠⁠ AI Facebook Community: ⁠https://www.facebook.com/groups/739308654562189

Plus, Figma pulls its AI after claims it produces results too close to existing apps. NLW covers all the AI details on this holiday week. Check out Venice.ai for uncensored AI Learn how to use AI with the world's biggest library of fun and useful tutorials: https://besuper.ai/ Use code 'youtube' for 50% off your first month. The AI Daily Brief helps you understand the most important news and discussions in AI. Subscribe to the podcast version of The AI Daily Brief wherever you listen: https://pod.link/1680633614 Subscribe to the newsletter: https://aidailybrief.beehiiv.com/ Join our Discord: https://bit.ly/aibreakdown

I had the absolute pleasure of sitting down with Kamran Ansari, Partner at Headline Ventures. We talk about public markets, private markets, why he's convinced Stripe isn't going public in 2024, and some other smokin' hot takes. Enjoy and remember to subscribe to us on YouTube!!!!Links:Kamran on LinkedInHeadline Sponsor:SkipfyTopics:(00:00:00) - Intro(00:01:27) - Kamran's journey into VC(00:05:05) - The early days of Venmo(00:11:52) - Working in corporate development with Pinterest(00:15:14) - The importance of people and recruiting(00:25:04) - Stripe will not IPO in 2024 PERIOD(00:32:43) - Predictions for NeoBanks(00:35:16) - Chime(00:40:40) - SPACs and Better(00:46:02) - The Capital One/Discover deal(00:54:37) - How do you start a bank?(00:56:56) - Kamran's day-to-day life and work**note on Venmo: The deal happened before Kamran joined. He ended up finding deep alignment with the founders and ended up working closely with the team as a Board Observer as well as a Leader and Advisor in many capacities.

Devon Kirk is Co-Head & Partner, Portage Capital Solutions at Portage and joined the firm in 2022. Devon is responsible for co-leading growth equity, structured equity and special situations investments in financial technology and financial services companies globally, as well as driving the fund's overall strategy. She is based in Toronto, Canada. Prior to Portage, Devon spent over ten years at CPP Investments, a C$539 billion fund as of March 31, 2022. She was most recently Managing Director & Head of Capital Solutions, overseeing financials, special situations and esoteric investments, and a member of the Global Leadership Team. Previously, Devon was a Managing Director in the Direct Private Equity team, where she focused on the financials and TMT sectors. While at CPP Investments, Devon was on the Board of Wilton Re, a Board Observer for Altice USA and served on various firm investment committees. Prior to joining CPP Investments, Devon was in Corporate / M&A at Linklaters LLP, a London-based multinational law firm, and started her career in M&A at BMO Harris Nesbitt in Chicago. Devon received a Bachelor of Commerce degree, with Great Distinction, from McGill University and a Juris Doctorate from Harvard Law School. She is also a CFA Charterholder and Chair of the Bishop Strachan School.

In today's episode of Executive Decisions, host Sarah Delahanty sits down with Todd Davis who shares his rich career history from building airplanes to his executive career in the orthopedic industry. Todd reflects on his journey from managing older union workers while still in his 20's to his transition into executive leadership roles. He emphasizes the importance of work ethic, persistence, and building relationships, sharing valuable insights from his experiences. Todd also discusses his post-executive life, engaging in mentorship, fundraising efforts for his community, and continuous personal development through reading diverse materials. Through his story, listeners gain valuable lessons in leadership, adaptability, and the importance of work-life integration.   About our guest, Todd Davis: Todd is a seasoned leader with over three decades of experience in the orthopedic industry, particularly in driving the success of major knee franchises for some of the world's largest companies. From Sales and Marketing to Product Development, Strategy, and M&A, Todd has demonstrated his visionary leadership skills by accelerating growth opportunities and fostering world-class teams and cultures. After retiring from his role as President and General Manager of the Global Knee Business at Zimmer Biomet in July 2019, Todd has redirected his focus towards the startup landscape within the Medtech sector. He currently serves as an Independent Board Director for PeekMed Health, a Board Observer for Enhanced Medical Nutrition, and a Board Director for JointVue, while also providing consulting expertise for companies like Smith+Nephew, Canary Medical, Maxx Ortho, Kinamed, Kneevoice, and various other OEMs.   Summary and highlights from the show: Todd Davis had a formative experience working full-time at Rockwell International while still going to school. He was promoted into a managerial role in his mid to late 20's, leading teams of older aircraft mechanics. Davis learned to lead by example and develop a strong work ethic during this time, working 70 hours a week while pursuing his education at night. His transition to orthopedics involved leading a team of older individuals in the customer service group at Zimmer Biomet, where he applied his leadership skills and learned to be persistent in pursuing his goals. Todd emphasizes the importance of not chasing money but rather finding something you enjoy and working hard at it, as advised by his father. He shares his experience of persistence in pursuing opportunities, such as transitioning into marketing at Zimmer Biomet despite initial rejection from the vice president of marketing. Building relationships is crucial in the orthopedic industry, and Todd highlights the impact of handwritten thank-you notes in making lasting connections. Todd reflects on the importance of work-life balance, which he prioritized by scheduling family events and delegating responsibilities as he advanced in his career. Transitioning to board roles and mentoring startups has been rewarding for Todd, allowing him to leverage his experience and make a meaningful impact. He discusses his involvement in community initiatives, such as leading a capital campaign for a school expansion, and his interest in personal development through reading. Todd finds inspiration and leadership insights from various sources, including spiritual books, business literature, and perspectives from different industries like the restaurant business.   Connect with Todd Davis: Email About SYM Financial and the Executive Decisions Podcast: Executive Decisions is a podcast designed for current and aspiring business leaders, offering an in-depth look at the evolving nature of executive roles. Hosted by SYM Financial Advisors Principal and Senior Financial Advisor Sarah Delahanty, the show delves into the personal and professional journeys of its guests, exploring the challenges they've overcome and the learning experiences that have shaped their paths to success. The podcast provides insights into how executives manage the increasing complexity of both their professional and personal lives. Featuring a range of guests from diverse industries, each episode aims to enlighten listeners on the continuous state of learning and adaptation necessary for effective leadership. Whether discussing career progression, leadership strategies, or personal growth, Executive Decisions is a valuable resource for anyone interested in the multifaceted world of executive leadership.   Disclosure: Certain links above are to third-party sites and are not affiliated with SYM Financial Corporation (“SYM”). SYM is an independent investment adviser registered under the Investment Advisers Act of 1940, as amended. Registration does not imply a certain level of skill or training. More information about SYM including our investment strategies, fees and objectives can be found in our ADV Part 2, which is available upon request.

Welcome back to another season of the more we know. Because the more we know, the more we grow! Your mentor today is the FORMER CEO of P.F. Changs, which you may have dined at! We dived into all things business, leadership, including getting up at 4 am to workout!! Damola Adamolekun is an Operating Partner at Garnett Station Partners and the former Chief Executive Officer of the global restaurant chain P.F. Chang's, where he led the company in strategic initiatives ensuring the continued growth and success of one of the most important hospitality brands in the world.Mr. Adamolekun also previously served as a Partner at Paulson & Co., a New York based investment firm, and the principal owner of P.F. Chang's, where he played a vital role in the sourcing and subsequent management of several of the firm's largest investments.Previously, Mr. Adamolekun has worked in the Investment Banking Division of Goldman Sachs and as a Private Equity Associate at TPG Capital. Mr. Adamolekun previously served on the boards of P.F. Chang's, Inday, the National Restaurant Association, and International Tower Hill Mines (NYSE: THM), and was a Board Observer for Bausch Health Companies (NYSE: BHC).In 2021, Mr. Adamolekun was recognized with three GLOBEE Leadership Gold awards for CEO of the Year: Food and Beverage, CEO of the Year: Hospitality, Travel, Recreation, Leisure, and Top CEO of the Year: The Rising Star, as well as a GLOBEE Leadership Silver award for CEO Achievers: Transformational Leader of the Year, while in 2022 he was named in Nation's Restaurant News' Power List among the most innovative and inspiring leaders in the restaurant industry.Mr. Adamolekun received a Bachelor of Arts in Economics and Political Science from Brown University, where he was a member of the Ivy League champion Brown Football team and served as President of the Brown Investment Group, and a Master of Business Administration from Harvard Business School, where he served as Portfolio Manager for the HBS Investment Club.Listen To The More We Know ⇨ https://www.buzzsprout.com/1134704​Subscribe ⇨https://www.youtube.com/channel/UCxvfd5ddf72Btbck8SdeyBwFollow my Instagram ⇨ https://www.instagram.com/sameer.sawaqed/?hl=enFollow my Twitter ⇨ https://twitter.com/commitwithmeer

Joining me today is Eric Meyer. He is graciously sharing his career journey, how he ended up at Activate Capital, and what he sees as trends, not only in climate, but in the political climate as well. Eric is a Principal at Activate Capital, where he focuses on deal sourcing, due diligence, execution, and supporting portfolio companies post-investment. He is a Board Observer at portfolio companies Voltus, Omnidian, PosiGen, Fictiv, Parsable, and Element Analytics. Prior to joining Activate, Eric was an Associate at ValueAct Capital, an activist hedge fund, where he covered investment ideas spanning several sectors including energy and industrials. Eric began his career as a business analyst at McKinsey & Company in their Silicon Valley office. Listen on to learn about his unique journey from his degree in Chemistry to Principal at Activate Capital and the process involved to be able to work at such an impactful investment company. Show Notes: [2:05] - Eric shares his background as a Chemistry major and his career journey that led him to Activate Capital. [4:42] - Eric decided to go to Business school which gave him the opportunity to get more involved in clean energy tech and make connections. [6:56] - In 2019, he began his work at Activate Capital full time. [7:55] - Be open and intellectually curious. What can you bring to the table? [8:53] - In these early conversations especially, being genuine is key. There is a side of the business that needs empathy. [10:21] - You need to have genuine humility in this business. [11:38] - Eric describes the process at Activate Capital and what they might be looking for in early conversations. [14:20] - Investors need to be fully aligned with a founder as they are signing up for a journey that is several years long. [17:08] - Eric gives some examples of scenarios that show some of the changes in venture capital. [20:50] - How is the current political climate playing into this and impacting the industry? [23:32] - Eric sees the trend of both political sides driving towards the re-industrialization of America. [28:50] - Eric explains why Activate has invested in an insurance company. [30:40] - When it comes to advice for his younger self, Eric shares what he wishes he knew sooner. Links and Resources: Eric Meyer on LinkedIn Activate Capital Website

Dani is an investor at Konvoy, a VC focused on the technology, infrastructure, and platforms of the gaming and interactive entertainment industries. Dani joined Konvoy's investment team in 2021 and works across the entire lifecycle from sourcing to diligence to supporting founders as a Board Observer. Prior to joining Konvoy, Dani worked for the Corporate Strategy and M&A team at Activision Blizzard and was a consultant at McKinsey & Company.

Dani is an investor at Konvoy, a VC focused on the technology, infrastructure, and platforms of the gaming and interactive entertainment industries. Dani joined Konvoy's investment team in 2021 and works across the entire lifecycle from sourcing to diligence to supporting founders as a Board Observer. Prior to joining Konvoy, Dani worked for the Corporate Strategy and M&A team at Activision Blizzard and was a consultant at McKinsey & Company.

Testing Autonomous Solutions in Highly Automated Vehicles represents a pivotal frontier in the ever-evolving landscape of transportation technology. As the world hurtles toward an era of unprecedented innovation, ensuring the safety and reliability of highly automated vehicles takes center stage. The complexity of testing autonomous solutions stems from the intricate interplay between cutting-edge technologies and the unpredictable nature of real-world scenarios. In the realm of highly automated vehicles, where artificial intelligence meets physical mobility, the stakes are high, and comprehensive testing methodologies are paramount. Highly automated vehicles must undergo testing for function and safety, have their conformity with legal regulations certified, and prove their quality.Join us, as industry experts, thought leaders, and innovators converge to explore with us the critical aspects of testing and validating autonomous solutions. From cutting-edge simulation techniques to real-world testing scenarios, our panelists will delve into the strategies, methodologies, and regulatory frameworks that drive the development and deployment of autonomous technologies. The panel is moderated by Lukas Neckermann – Co-founder and Board Observer of PAVE Europe.Moderator: Lukas Neckermann, NSA and PAVE EuropePanelists:Joachim Taiber, Managing Director - International Alliance for Mobility Testing and Standardization (IAMTS)Siddartha Khastgir, Professor and Head of Verification & Validation – University of WarwickRudolf Gerlach, Manager Global Regulations and Business-Development Type Approval Technology Center Traffic Safety - TÜV Rheinland

Sam Altman is officially back at work as OpenAI CEO. Meta is about to launch Threads in Europe, but their plan to offer ad free subscription tiers for their services has hit a speed bump. You can trick LLMs into revealing their training data. And I warned you before, but if you have any dormant Google accounts, better see to them toot suite.Sponsors:Crashplan.com/ridehomeMiro.com/podcastLinks:OpenAI Will Add Microsoft as Board Observer, Plans Governance Changes (Bloomberg)Interview: Sam Altman on being fired and rehired by OpenAI (The Verge)Meta's Threads to Launch in Europe in App's Biggest Expansion Since Debut (WSJ)Meta Platforms' ad-free service targeted in EU consumer complaint (Reuters)It's not just electricity — Bitcoin mines burn through a lot of water, too (The Verge)ChatGPT's training data can be exposed via a "divergence attack" (StackDiary)Your Unused Gmail Account May Be Permanently Deleted Friday (WSJ)See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Guest Alice Pomponio is the Managing Director at BrightEdge, the venture capital and impact investment arm of the American Cancer Society, where her work is making waves in the fight against cancer. With a passion for economic and health equity, she has built a strong track record of bringing groundbreaking ideas to life, developing cutting-edge technologies, shaping markets, and creating value within these ecosystems. Pomponio's journey through the biopharma industry has tracked alongside many of the industry's defining moments, earning her the playful title of the ‘Forrest Gump' of biotech. Through the many ups and downs of the economic cycle, Pomponio has persevered as many professionals would, but for her this is much more than a career path. For Pomponio, this mission is deeply personal. Having lost her mother to cancer and witnessed her family's 14 battles against seven different types of cancer, she is committed to the fight against this deadly disease, all while making health equity a central focus of her work. In her current role as Managing Director at BrightEdge, Pomponio spearheads efforts to fuel the fight against cancer through impact venture capital and patient-centric innovation. BrightEdge was founded by the American Cancer Society in 2019, and is a beacon of hope for the fight against cancer. Pomponio's work at BrightEdge is a testament to the idea that philanthropy can ‘supercharge' donations. By investing in healthcare startups that blend financial growth with cancer-fighting innovations, Pomponio and her team ensure that every dollar donated has the potential to multiply through the investment process. This not only accelerates the development of life-saving technologies but also supports startups that might otherwise struggle to secure seed funding. On top of her work at BrightEdge, Pomponio is also Vice President of Innovation and Impact Investing at the American Cancer Society, and also serves as faculty at the Massachusetts Institute of Technology, further contributing to the advancement of healthcare and innovation. Pomponio's commitment to her mission is further exemplified by her roles as Board Observer at healthcare-focused companies such as Naveris and Vincere Health. It was an honor to sit down with Pomponio and discuss her inspiring journey and groundbreaking work at BrightEdge, and most importantly, her unwavering dedication to the fight against cancer and health equity.

In this episode you will learn:00:00 - Introduction: The Essence of Startup Board Roles00:34 - Board Governance vs. Decision-Making: An In-depth Exploration00:37 - Understanding the Board of Directors and Their Vital Duties10:25 - The Optimal Timing for Establishing a Business Board16:50 - Defining 'Board Chairperson,' 'Board Observer,' and 'Non-Executive Board Member'22:50 - Founder or Investor as Chair: A Crucial Decision and Its Rationale23:55 - Finding the Right Board Size for Early-Stage Startups and Its Significance27:00 - Strategies for Assembling Your Startup's Dream Board31:40 - Red Flags to Watch Out for When Building Your Board33:30 - Ideal Dynamics Among Board Members: A Guide for Startups36:10 - Effective vs. Ineffective Communication Practices Between Founders and Investors39:55 - Smooth Sailing Through Board Meetings: Best Practices 47:40 - The Mystery of Board Packs and Their PurposeAboutJoe is a coach to CEOs. He works with CEOs at start-ups, high growth to IPO to public companies to the big exit; helping define what it means to be a leader, how to create impact, how to grow alongside the business and how to change the world all while enjoying every part of that journey. Joe is a recovering neuroscientist, then a spell as an elementary school teacher as well as 15 years in tech, $20b in revenue, experience with 30+ startups & FTSE / Fortune 100 giants.

In our latest podcast episode, Alessandro Bogliari, CEO and Co-Founder of The Influencer Marketing Factory and the host of the show, engages in an illuminating conversation with Conor Begley, Chief Strategy Officer & Board Observer at CreatorIQ. Together, they delve into a wide range of topics, including the ever-changing influencer marketing landscape, the subtleties of making an impact, effective approaches to influencer engagement, and more.

Kailee Costello hosts Matt Streisfeld, General Partner at Oak HC/FT. Oak is a venture and growth equity firm investing in companies driving transformation in healthcare and fintech. Oak was one of the earliest venture investors in fintech, and now has over $5B in assets under management. In this episode you will hear about: - The M&A environment for fintechs - Opportunities in AI and Machine Learning, and how Matt thinks about identifying “winners” in what is increasingly becoming a crowded space - The outlook for digital assets - Matt's personal philosophy on FinTech investing - And much more! About Oak HC/FT Oak HC/FT is a venture and growth equity firm investing in companies driving transformation in healthcare and fintech. Oak HC/FT partners with leading entrepreneurs at every stage, from seed to growth, to build businesses that make a measurable, lasting impact on these industries. Founded in 2014, the firm has $5.3 billion in assets under management. The partners at the firm have had 46 realizations and 35 companies achieving valuations in excess of $1 billion. About Matt Streisfeld Matt Streisfeld is a General Partner at Oak HC/FT. Matt joined the firm in 2015 and focuses on growth equity and early-stage venture opportunities in FinTech. Matt currently serves on the Boards of AU10TIX, CLARA Analytics, Highnote, Justt, Namogoo and ZenBusiness. He is also a Board Observer at Ocrolus and is actively involved with Blend (NYSE: BLND), Pagaya Technologies (NASDAQ: PGY) and Paxos. His prior investments include FastPay (acquired by AvidXchange), Groundspeed (acquired by Insurance Quantified), Kryon (acquired by Nintex) and Urjanet (acquired by Arcadia). Prior to joining Oak HC/FT, Matt was a Vice President with LLR Partners, a middle-market growth equity firm, where he focused on investments in financial services technology companies. Matt was previously a Senior Associate at Lightyear Capital, a private equity firm focused on middle-market financial services companies. Matt was also an Associate in the insurance investment banking group of Keefe, Bruyette & Woods. For more FinTech insights, follow us on WFT Medium: medium.com/wharton-fintech WFT Twitter: twitter.com/whartonfintech WFT Instagram: instagram.com/whartonfintech Kailee's Twitter: @KaileeCostello_ Kailee's LinkedIn: https://www.linkedin.com/in/kaileecostello/

Fundraising is an incredibly complex and nuanced topic to cover - but we have invited two great guests to try to untangle it from an investor and founder's viewpoint. Here with us are: Carlotta Siniscalco, a Partner at Emergence Capital based in San Francisco.  Emergence Capital is known for investing in early and growth-stage enterprise cloud companies, they invested in companies like Zoom, Box, and Salesforce and Carlotta is the first female Partner in the firm's 18-year history.  At Emergence, Carlotta invests in early stage enterprise software and fintech companies. She serves on the Board of Directors of Whistic, High Alpha, and Federato, and is a Board Observer at Talent Hack and Oyster. She is passionate about helping immigrants and other underrepresented founders build iconic technology companies. She is also a fierce advocate for women in the Venture Capital industry. Raffaele Terrone, an Italian entrepreneur and co-founder of Scalapay, a successful buy-now-pay later fintech company. Raffaele served as CFO of Scalapay from its founding in 2019 to August 2022, over his tenure Scalapay became a global success with 200+ employees, over $600 million raised from investors like Tencent, Willoughby Capital Holdings, Tiger Global Management and Fasanara Capital — and having achieved unicorn status ($1 billion+ valuation). Raffaele is a mentor and advisor to several startups in the fintech and e-commerce industries, helping them to navigate the challenges of scaling and fundraising. Both Carlotta and Raffaele bring an incredible baggage of experience having led investments in successful global startups and having raised capital from some of the world's leading VC firms. Both of them also share a similar perspective: they are both Italian but Carlotta is an American VC investor and Raffaelle primarily raised capital from international investors. So that will be our focus. SPONSOR This Masterclass was powered by BCG. Unlocking the potential of those who advance the world is crucial for BCG, and this purpose has been leading the firm for 60 years now. Over that time BCG has supported companies and organizations in their process of growth and strategic transformation. BCG supports start-ups with the same care , to help them develop sustainably and innovate. If you're a founder and are interested in working with them email: ⁠⁠⁠MILTheSeeds@bcg.com⁠⁠⁠ SOCIAL MEDIA Instagram ⁠⁠⁠⁠⁠⁠⁠⁠⁠@madeit.podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn ⁠⁠⁠⁠⁠⁠⁠⁠⁠@madeitpodcast⁠⁠⁠⁠⁠ 

Tarun Sharma is Managing Partner at MegaDelta Capital Advisors, a sub-advisor to Millenna Capital, a Mauritius based investment fund as well as an investment manager of MegaDelta Capital Fund I, a SEBI registered Category II Alternate Investment Fund. The fund has invested in companies such as GOQii, Nova, IDfy, Naaptol, Firstcry, MoneyTap etc. and others. MegaDelta typically invest $15-25M across sectors of such as Healthcare, Enterprise technology and Engineering Services. Tarun has more than 18 years of work experience, including 16 years in principal investing and investment advisory in India and around the world. He currently serves on the boards of GreytHR Software, Intelligence Node, Panacea Medical Technologies, and Air Works Engineering, as well as Nova Fertility and FirstCry.com as a Board Observer. Tarun formed the core investment advisory team for NEA India prior to joining MegaDelta Capital, leading investments in consumer, healthcare, and technology companies. And before that, he worked for Peepul Capital Private Equity, where he was involved in transaction structuring and execution, as well as actively managing portfolio companies in the consumer and media sectors. He began his career at Goldman Sachs International in London, first with the Equity Derivatives team and then with the Global Macro Proprietary trading team, where he developed a strong understanding of macro themes and translated them into investible opportunities. Tarun received an MBA from the Indian Institute of Management (IIM) Ahmedabad, India and earned his B.Tech. degree in Mechanical Engineering from the Indian Institute of Technology (IIT) at Delhi, India. Episode Notes: 1. Intro (2:45) 2. Tarun's journey into venture capital (4:12) 3. The evolution of the Indian venture capital landscape over the last 15 years (12:05) 4. How has Tarun evolved as an investor over the years? (16:20) 5. The role of a successful fund manager (21:35) 6. Takeaways from investing and collaborating with portfolio founders (case in point: Firstcry.com) (31:02) 7. Healthcare in India: Why haven't venture capitalists done more in this sector? (43:21) 8. Where is the real opportunity in healthcare in the next 4-5 years? (48:13) 9. Advice Tarun would give himself (55:20) . . . Social Links: Podcast on Twitter: https://twitter.com/thedesi_vc Akash Bhat on Twitter: https://twitter.com/bhatvakash Podcast on Instagram: https://instagram.com/thedesivc Akash Bhat on Instagram: https://instagram.com/bhatvakash

Manu Kumar, Founder and Chief Firestarter of K9 Ventures, talks about how he balances being an investor and a founder. He shares unique insights from his experience founding Carta, HiHello and his other startups, and lessons from his high-conviction type of investing.In this episode, you'll learn:[3:32] Why solo GPs prioritize deal quality over quantity, and best ways to catch their attention[9:08] Entrepreneurs need to have strong conviction in their idea and show that they will take the leap, leave everything else and start their company.[14:59] Carta's tough time raising capital; investors thought it was “essentially replacing spreadsheets”[19:07] Why recruiting a founder rarely worksAbout Guest SpeakerDr. Manu Kumar is the Founder and Chief Firestarter of K9 Ventures, Co-Founder and CEO at HiHello, and the Co-founder, Investor, and Board Observer at Carta. He's also a board member in several companies, including Everlaw, enuma, Nexkey, Bugsee, Traptic, Crave.io Inc., Avoma, Forethought Technologies, Workona Inc., HiHello, Invisible AI, and Daughters of Rosie. Manu is a self-confessed entrepreneur at heart. He started his first company (SneakerLabs, Inc.) at the age of 20 with $5,000 from a summer internship.About K9 VenturesK9 Ventures is a Silicon Valley-based venture capital firm that invests in concept-stage and seed-stage technology startups in the San Francisco Bay Area. K9 Ventures has made more than 74 investments. More than 25% of them are diversity investments. The firm's most notable exits include Lyft, Twilio, and Osmo. Companies in its current portfolio include Teleo, Invisible AI, Avoma, Forethought, Nexkey, Everlaw among others.Subscribe to our podcast and stay tuned for our next episode. Follow Us:  Twitter | Linkedin | Instagram | Facebook

As the business world is changing ever faster, you have to stay ahead of the game or suddenly you'll wake up at the back of the pack. Companies that can't adapt lose both money and their best people,and without good people, businesses fail. Brian Radin proposes a clever solution for you to innovate, keep pace with the change, and retain your best talent. It might not sound that juicy, but it focuses on your payroll. Brian is the President of Comdata Prepaid/Payroll at FLEETCOR. In his career, he has proven success with market leaders and startups across software, business services, human capital management, and finance. Brian has been recognized for identifying and securing key partners and sales channels, raising capital, building strategic C-level relationships with the investment community, and developing highly-engaged leadership teams that have increased revenue, profitability, and customer satisfaction. He is also a Board Observer at Instant Financial and Advisor at Runway Venture Partners. In this episode, we discuss: -How can you innovate your payroll process? -What is a pay card and how is it more financially inclusive? -How does on-demand payroll work? -How might on-demand pay help you attract and retain talent? Presented by Personiv https://insights.personiv.com/cfo-weekly

Today's guest Nima Wedlake, a Principal at Thomvest Ventures, Board Observer at LoanSnap,  recognized as one of the 2020 Rising Stars of Fintech VC by Business Insider, and much more! As a man who wears many hats in the industry, Nima brings a ton of value to this conversation by talking through the Tomvest investment strategy and the portfolio that he is currently betting on in the real estate tech, proptech and fintech markets. Clayton and Nima also hit on a few other really important topics happening in the wake of the current real estate and mortgage ecosystem, including a potential wave of rapid new company formation and how that can impact fintech and proptech strategies. They also talked about the bifurcation of capital and this new development of thinking about both Opco capital and propco capital.Enjoy the episode!The Housing News podcast explores the most important topics happening in mortgage, real estate, and fintech. Each week a new mortgage or real estate executive joins the show to add perspective to the top stories crossing HousingWire's news desk. Hosted by Clayton Collins and produced by the HW Media team.

Like many who are just starting out in their careers, Jimmy Pitaro was uncertain of the direction he was headed in as he prepared to enter the workforce. He was attending Cornell University where he had secured a spot on the football team, but Jimmy knew that the odds of him becoming a professional athlete were slim to nonexistent. Nonetheless, sports had always played an influential role in his life and he was determined to incorporate the world of sports into his career path. As the now Chair of ESPN, it's safe to say that Jimmy had reached this goal, but not without learning many important lessons along the way.In this episode, Randall and Jimmy discuss the progression of Jimmy's career, how to recover from a huge disappointment, determining when you should stay on course or move on to something else, identifying the subject matter you are most passionate about to lead your career direction, finding opportunities to work with like-minded people, and so much more.Topics include: -How Jimmy's early love of sports shaped his future-Importance of having a support network-Why having compassion and respect for others is advantageous -Prioritizing mentorship-Erring on the side of over preparation-Jimmy's “Four North Stars” at ESPN-Creating a culture of innovation-Why work ethic is the single greatest determinant of our success-The relationship between fear and courage-Networking-Finding the right work-life balanceJimmy Pitaro was named Chairman, ESPN and Sports Content on October 12, 2020. His focus is the entirety of ESPN's multimedia offerings - including live sports programming, sports news and original and non-scripted sports-related content, audio, digital and social endeavors - plus all sports-related content for Disney's cable channels, ESPN+, and ABC.He was named ESPN president and co-chair, Disney Media Networks, on March 5, 2018, after serving eight years as a top Disney executive. In making the announcement, Bob Iger, then The Walt Disney Company chairman and chief executive officer, said, "Jimmy's appointment was the result of more than 20 years spent at the intersection of technology, sports and media."Pitaro's record of success leading businesses focused on consumer products, digital initiatives and sports made him the quintessential selection for ESPN at a pivotal point in its then 38-year history: a time of unprecedented technological advancements and rapidly changing consumer habits.Pitaro originally joined The Walt Disney Company in 2010 as co-president, Disney Interactive, where he successfully led the turnaround of the digital media and gaming division.He serves on a variety of industry and charitable boards, including the NCTA, the Paley Center for Media, The V Foundation, The National Football Foundation and College Football Hall of Fame, Pacer and CoachArt. Pitaro also serves as Co-Committee Chair of the March of Dimes, and is a Board Observer at Draft Kings. He is a member of the Cornell Athletic Alumni Advisory Committee.

Show NotesLike many who are just starting out in their careers, Jimmy Pitaro was uncertain of the direction he was headed in as he prepared to enter the workforce. He was attending Cornell University where he had secured a spot on the football team, but Jimmy knew that the odds of him becoming a professional athlete were slim to nonexistent. Nonetheless, sports had always played an influential role in his life and he was determined to incorporate the world of sports into his career path. As the now Chair of ESPN, it's safe to say that Jimmy had reached this goal, but not without learning many important lessons along the way.In this episode, Randall and Jimmy discuss the progression of Jimmy's career, how to recover from a huge disappointment, determining when you should stay on course or move on to something else, identifying the subject matter your are most passionate about to lead your career direction, finding opportunities to work with like-minded people, and so much more.Topics include: -How Jimmy's early love of sports shaped his future-Importance of having a support network-Why having compassion and respect for others is advantageous -Prioritizing mentorship-Erring on the side of over preparation-Jimmy's “Four North Stars” at ESPN-Creating a culture of innovation-Why work ethic is the single greatest determinant of our success-The relationship between fear and courage-Networking-Finding the right work-life balanceJimmy Pitaro was named Chairman, ESPN and Sports Content on October 12, 2020. His focus is the entirety of ESPN's multimedia offerings - including live sports programming, sports news and original and non-scripted sports-related content, audio, digital and social endeavors - plus all sports-related content for Disney's cable channels, ESPN+, and ABC.He was named ESPN president and co-chair, Disney Media Networks, on March 5, 2018, after serving eight years as a top Disney executive. In making the announcement, Bob Iger, then The Walt Disney Company chairman and chief executive officer, said, "Jimmy's appointment was the result of more than 20 years spent at the intersection of technology, sports and media."Pitaro's record of success leading businesses focused on consumer products, digital initiatives and sports made him the quintessential selection for ESPN at a pivotal point in its then 38-year history: a time of unprecedented technological advancements and rapidly changing consumer habits.Pitaro originally joined The Walt Disney Company in 2010 as co-president, Disney Interactive, where he successfully led the turnaround of the digital media and gaming division.He serves on a variety of industry and charitable boards, including the NCTA, the Paley Center for Media, The V Foundation, The National Football Foundation and College Football Hall of Fame, Pacer and CoachArt. Pitaro also serves as Co-Committee Chair of the March of Dimes, and is a Board Observer at Draft Kings. He is a member of the Cornell Athletic Alumni Advisory Committee.

This episode comes from the panel discussion portion of the first Future of Mobility LIVE virtual event, recorded on March 24, 2022. The conversation features Santosh Sankar, Founding Partner at Dynamo Ventures, and Tyler Lancaster, partner at Energize Ventures. Key topics include: · The importance of quickly and effectively cleaning up our grid if we want to realize the benefits of electrification · The most attractive technologies for automating logistics · Why soft costs play a critical role in electrified vehicle adoption · The role of software in transforming our future mobility and energy ecosystems · Finding the “picks and shovels” within the current shift in mobility Links: · Show notes: http://brandonbartneck.com/futureofmobility/FoMLIVE2 · Tyler's LinkedIn: https://www.linkedin.com/in/tyler-lancaster-2108/ · Engergize Ventures's website: https://www.linkedin.com/company/energize-ventures/ · Santosh's LinkedIn: https://www.linkedin.com/in/santoshsankar/ · Dynamo Ventures's website: https://www.linkedin.com/company/dynamovc/ Santosh's bio: Santosh Sankar is a Founding Partner at Dynamo Ventures. Santosh has been an early investor in several distinguished supply chain technology startups including Stord, Gatik AI, and SVT Robotics. Prior to his career in venture capital, Santosh was a public equities analyst. Santosh started his first company, an IT support business, when he was 13 years old. Santosh was named to the Forbes 30 Under 30 List in 2017. Tyler's Bio: Tyler Lancaster is a partner at Chicago-based Energize Ventures, a leading global alternative investment manager focused on the digitization of energy and sustainable industry, where he drives investment activity and portfolio management. Prior to joining the Fund, Tyler worked at Accenture Strategy, where he shaped new business models and investment plans for Fortune 500 electric utilities and private equity. His work focused on distributed energy resources, regulatory innovation, grid modernization, and transportation electrification. Tyler is a Board Director for Aurora Solar, as well as a Board Observer for Volta Charging and Jupiter Intelligence. Additionally, he helps manage and support Energize portfolio companies Matroid and Optimus Ride. Tyler began his career building commercial solar PV and energy efficiency projects for an energy services company. He holds a B.S. in Earth and Environmental Engineering from Columbia University, where he was an Egleston Scholar. Future of Mobility: The Future of Mobility podcast is focused on the development and implementation of safe, sustainable, and equitable mobility solutions, with a spotlight on the people and technology advancing these fields. linkedin.com/in/brandonbartneck/ brandonbartneck.com/futureofmobility/ Music credit: Slow Burn Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 Licen

Martin Rudigier is Principal at HELLA Ventures, a multi-stage venture capital fund focused on mobility, deep tech, and industrial manufacturing investments on behalf of German automotive supplier HELLA. Key topics in this conversation include What makes HELLA Ventures unique as a corporate venture fund The promise of solutions and companies that are able to effectively utilize the vast data being collected by vehicles How to find legitimate value amongst seemingly inflated valuations Martin's transition from Germany to Silicon Valley, and the cultural changes experienced along the way When an MBA is the right choice, and when it might not be Links Show notes: http://brandonbartneck.com/futureofmobility/martinrudigier Martin's LinkedIn: https://www.linkedin.com/in/martinrudigier/ HELLA Ventures website: www.hellaventures.com Martin's Bio: Martin Rudigier is Principal at HELLA Ventures, a multi-stage venture capital fund focused on mobility, deep tech, and industrial manufacturing investments on behalf of German automotive supplier HELLA. During his tenure at HELLA Ventures, Martin has invested in Ridecell, AEye [NASDAQ:LIDR], Wejo [NASDAQ:WEJO], Oculii (acquired by Ambarella [NASDAQ:AMBA]), and Auto Motive Power. He currently serves as a Board Observer at Ridecell and Auto Motive Power. In addition, Martin has been an early angel investor in Prodigy (acquired by Upstart [NASDAQ:UPST], Firefly, Zoomo, and Skyways, among others. Martin brings to HELLA Ventures more than 10 years of experience working at the intersection of Germany's auto industry and Silicon Valley's tech ecosystem—both as an operator and investor. Prior to HELLA Ventures, Martin was Vice President of Finance and Business Operations at Apex.AI, where he raised more than $20M in venture capital from top tier financial and strategic investors and helped the company scale from 5 to 30+ employees. Before Apex.AI, he advised Daimler's Board of Management and Supervisory Board on multibillion-euro M&A deals and strategic opportunities, consulted DAX30 clients at McKinsey, and was part of the investment team at Autotech Ventures, a transportation-focused venture capital firm with $270M+ in AUM. Outside of work, Martin is passionate about education equality and has helped hundreds of students gain admission to the world's top universities. He is also a PADI Rescue Diver and involved in various marine conservation efforts in the Caribbean. About HELLA Ventures: Founded in 2015, HELLA Ventures is a multi-stage venture capital fund focused on mobility, deep tech, and industrial manufacturing investments. In addition to our own automotive expertise, we leverage our connection with Tier 1 global auto supplier HELLA as an industrialization and/or channel partner into the automotive industry to maximize our portfolio companies' success. Future of Mobility: The Future of Mobility podcast is focused on the development and implementation of safe, sustainable, and equitable mobility solutions, with a spotlight on the people and technology advancing these fields. linkedin.com/in/brandonbartneck/ brandonbartneck.com/futureofmobility/ Music credit: Slow Burn Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 License

John Lunn is the Founder and CEO of cloud payment orchestration platform Gr4vy. He is a technology and fintech entrepreneur with 21 years of experience working and investing in financial services, commerce enablement, e-payments, data, security and infrastructure. Lunn worked as the Director of Technology for six years at CyberSource, the world's first payment service provider, which was sold to Visa for $2Bn in 2010. He then helped found Passmark Security which was sold to RSA Security in 2006. In 2006, Lunn joined PayPal as the fourth employee in the UK (now 2,000+), where as Global Director of Developer and Startup Relations, he built and grew PayPal's first Developer Relations team. In 2015, he was instrumental to the purchase of Braintree by PayPal and joined the team. In 2016, Lunn was part of the team that launched PayPal Ventures, the venture capital arm of PayPal, a $350m fund with backing from the Board. Lunn was a Board Observer for Dosh, Arkose, Raise, Acorns, Toss and many others.

Our guest for this week's episode, Katrina Edillor, the Head of AX Ventures at Coca-Cola Europacific Partners & Board Observer at The Benevolent Society. In her current position, Katrina leads CCEP Ventures in Australia, the Pacific, and Indonesia and manages its investment portfolio.Adding to her skills and portfolio, Katrina drives commercial partnerships that scale start-ups and help CCEP sell more beverages and she also represents CCEP Australia in the Board of Western Australia Return Recycle Renew.But in this episode, Katrina shared the struggles and obstacles that she experienced with her family and how her experiences transformed her into the woman that she is today, driven, purposeful, and determined. She also opened up about the important values that she and her husband share to make her role as a parent and a career woman work.A strong  force in the industry and with a heartfelt story to tell about family, overcoming obstacles, turning trials into a positive experience, and giving back to the community, listen to Katrina's inspirational story about her life journey. ResourcesKatrina's LinkedinBecoming Superpops Pod 

In this episode The Propcast talks to Vik Venkatraman, founder of Blueprint, real estate's premier event for tech startups, VCs, and industry players to connect. Blueprint is hosting an in-person live event this autumn in Las Vegas! They are joined on the podcast by Matthew Boras, from RXR Realty and Nima Wedlake, from Thomvest, both of whom are speakers at the Blueprint 2021 to find out what to expect from Blueprint 2021, who is attending, and some top tips for PropTech pitching to investors. Get your ticket for Blueprint here!   Key Insights From This Episode   (Blueprint ‘21) is going to be a gathering not to miss - Vik Venkatraman We are bringing together what we believe is the very best, the very brightest, the most active, the most prolific collection of folks who are on the technology side, the investor side, and the industry side of real estate – Vik Venkatraman We are focused on and excited to meet entrepreneurs that are building companies which ultimately serve as the backbone of the industry – Matt Boras This has been a very interesting time for the built environment, but we have also seen a lot of amazing advancement, adoption, and strength from the technology community – Vik Venkatraman At events like this, the density of connections you can make is really valuable – Nima Wedlake  We are excited about the opportunity that tech is unlocking across all aspects of the industry – Matt Boras There's always stuff to learn and that's one of the pleasures of this role is that I get to learn from talented entrepreneurs on a daily basis – Nima Wedlake One-to-one networking is a really important part of Blueprint – Vik Venkatraman My recommendation for folks is, be proactive about reaching out and making connections – Nima Wedlake Knowing your metrics as a founder and knowing where to invest your resources as a company in order to achieve your goals for growth is pretty important (when pitching) – Matt Boras There's no replacement for tenacity. I think in this game, just sticking with it can take you a really long way – Vik Venkatraman By almost any metric there's never been a better time to be an entrepreneur – Matt Boras   About Our Guests Vik Venkatraman  https://www.linkedin.com/in/vikvenkat/  Vik is a strategy and innovation management consultant, and a seasoned general manager. He currently serves as the general manager for Blueprint - the preeminent platform at the intersection of tech, venture, and real estate. At Bionic, he worked with a team of serial entrepreneurs to create and go after huge opportunities with F500 c-suites. He has lead multiple teams through the deployment of dozens of ecommerce sites, built multiple B2B sales & outreach machines, designed 2 hardware IOT products, and evaluated models ranging from SaaS to Marketplace. Vik has played a key role in building the $50MM Business Insights unit at American Express, and engineered the savings or growth of over $50MM in value for clients at Deloitte Consulting. Additionally, he built a beverage company, Star Power, to a business with over 500 accounts on no outside financing, and even published a book, Inspired! (Wiley, 2008). He graduated with honors from Columbia University with a degree in Biomedical Engineering.   Nima Wedlake https://www.linkedin.com/in/nimawedlake/  Nima Wedlake is a Principal at Thomvest Ventures, focusing on investment opportunities across the real estate & financial technology verticals. He currently serves as a Board Observer at LoanSnap, a mortgage technology company, Wholesail, a B2B payments network, and Singular, a marketing attribution provider. He also spearheaded Thomvest's investments in Ribbon, Tala, Blend, Mynd, Obie and PeerStreet. Nima was previously a Board Observer at Vungle (acquired by Blackstone in 2019) and DataXu (acquired by Roku in 2019). In 2020, Nima was recognized as one of 25 Rising Stars of Fintech VC by Business Insider. Prior to joining Thomvest, Nima worked as a management consultant advising technology clients on issues related to go-to-market strategy with the firm ZS Associates. He was also on the founding team at Sponge, a venture-backed customer engagement platform, where he led product development efforts. Nima is originally from the Bay Area and graduated from UC Berkeley, where he studied Business Administration and Operations Research.   Matt Boras https://www.linkedin.com/in/mattboras/ Matt serves as Senior Vice President on the Investment team at RXR Realty and leads the RXR digital ventures investment strategy. RXR offers a dynamic array of innovative investment products across the risk spectrum for its investors. Coupled with a rich history of office and industrial development, our funds benefit from our strategic increase in the construction of residential, storage, telehealth and transportation facilities across the US. Prior to this Matt was Vice President a Colony Capital, VP at NorthStar Asset Management Group, and Associate at Five Mile Capital.    About Our Host Louisa Dickins https://www.linkedin.com/in/louisa-dickins-ab065392/?originalSubdomain=uk  Louisa started her career in property working at a well-known estate agency in London. Realising her people skills, she moved over to Lloyd May to pursue a career in recruitment. She now is a Director at LMRE, who are a specialist recruitment firm driven by PropTech and recruitment professionals, and Louisa oversees their 5 core areas. Louisa co-founded LMRE and provides a constructive recruitment platform to the new disruptors in real estate. Louisa is also on the board of Directors at UK PropTech Association (UKPA). About LMRE www.lmre.tech  LMRE believe there is a better way to recruit. LMRE focus on a more comprehensive, client led focus delivering exceptional talent to the place at the time. They are passionate about the industry and passionate about people's careers. LMRE spend time with each client to become and an extension of the business, and their transparency and core values help them grow with the sector. LMRE simplify recruitment and innovate with our clients and evolve the people driven, PropTech community.   Resources Mentioned LMRE website www.lmre.tech  Blueprit website www.blueprint.connectiv.com Blueprint October 4-6 2021 event - get your ticket HERE Blueprint list of event speakers www.blueprint.connectiv.com/#speakers  RXR website www.rxrrealty.com  Thomvest www.thomvest.com  For full episode transcript head to www.lmre.tech/blog 

Scott Kaufman Ross, Senior Vice President, Head of Gaming & New Business Ventures at National Basketball Association, offers some unconventional advice on breaking into the sports business and shares his story of how he moved from the financial world to a senior role at the NBA.  His top tips for skill development? Learn how to organize your thoughts and present them in a concise orderly fashion. Writing great e-mails and understanding how to tell a story in your writing and presentations will help you succeed!Guest Bio: As Senior Vice President, Head of Gaming & New Business Ventures for the NBA, Scott Kaufman-Ross manages all initiatives related to the league's commercial endeavors in the fantasy sports & sports betting landscape and oversees the league's efforts to explore new sports business revenue opportunities. Scott led the NBA's partnerships with MGM, FanDuel, DraftKings, Yahoo, FOXBET, William Hill, Unibet, bet365, BetEasy, Tabcorp, and Dream11 and served as the NBA's Board Observer to FanDuel for three years. Before taking on his current role, Scott spent four years on the NBA's Global Strategy Team evaluating the league's strategic approach to new business areas such as daily fantasy sports, sports betting, esports, and venture investing. Prior to joining the NBA, Scott spent four years at Goldman Sachs in the Global Investment Research division.

Today's guest is Lila Preston, Head of the Growth Equity Strategy for Generation Investment Management.Lila joined Generation in 2004 and serves as Head of the Growth Equity Strategy. Prior to joining Generation, Lila was a Director in Development & Finance at VolunteerMatch and a Fulbright Fellow in Chile, where she worked on forestry and conservation projects. Lila currently serves as a Board Director at Nature's Fynd as well as a Board Observer at Toast and CiBO Technologies. In addition, she is a member of the Social Mission Board at Seventh Generation, is on the Board of Advisors at Columbia University's Mailman School of Public Health, and is a Young Global Leader of the World Economic Forum. Lila received a BA in English Language and Literature from Stanford University and an MBA from London Business School.I was looking forward to sitting down with Lila and learning more about Generation Investment Management. In this episode, Lila walks me through Generation's mission, her climate journey, and how Generation evaluates companies to invest in. We also have a lively discussion about ESG investing, greenwashing, and the ethics of partnering with fossil fuel companies as we head towards a clean future. Lila is a great guest, and this episode is a must-listen.Enjoy the show!You can find me on twitter @jjacobs22 or @mcjpod and email at info@myclimatejourney.co, where I encourage you to share your feedback on episodes and suggestions for future topics or guests.Episode recorded July 23rd, 2021For more information about Generation Investment Management: https://www.generationim.com/For more information about this episode, visit: https://myclimatejourney.co/episodes/lila-preston

In the product world, Gib is mostly known for spending five years (2005-2010) transforming Netflix from a startup to an industry dominator as the VP of Product Management.He is also a business speaker, product advisor, Stanford lecturer, and Board Observer and Executive-in-Residence for NerdWallet.

Abhinaya Konduru is a Senior Associate at M25, a Chicago-based early-stage venture capital firm that focuses on Midwest-based startups. Abhinaya is also a Board Observer at Mission Control GG and an Associates & Analyst Moderator at Women in VC.In this episode, we covered: From YouTube to VC Her Life Thesis M25's Scoreboard Analysis Collaboration in the Ecosystem Lessons Learned as a Young VC And much more.... Please Enjoy!You can find Abhinaya on Linkedin & Twitter and M25 on their website, Linkedin, & Twitter.Abhinaya's Medium & Blog about the Four Lessons from being a VC out of UndergradSushi Restaurant Recommendations: ARAMI & SUSHI-SANContent Recommendations: The Sandhill Newsletter Manifold Group is a venture holding company based in Chicago with offices in Dallas, Los Angeles, and soon Atlantic Canada. Early stage private investments represent an extraordinary investment opportunity, but existing investment models in the space leave much to be desired.Manifold is a new model for growth in the new economy, designed to create and capture value at the early stage through synergies across its venture fund, incubation and acceleration studio, and advisory firm. Learn more about Manifold at https://www.manifold.group.

Neste episódio do Deep Growth, Gabriel Costa e Tahiana D'Egmont entrevistam Rodrigo Baer, Venture Capitalist e Partner na Redpoint eventures. Ele é formado em administração financeira pela FGV e possui um MBA em estratégia e empreendedorismo pela Kellogg School of Management. Rodrigo é atualmente Board Member de 9 empresas, entre elas estão Movidesk, Sami, Kzas, Accountfy, entre outras. Além disso, Rodrigo também foi Board Observer do iFood, RD Station e BankFacil. Aqui, ele compartilha um pouco da sua vasta experiência com investimento, unicórnios e venture capital. Sobre a Redpoint eventures: A Redpoint é uma empresa de Venture Capital que tem como missão ajudar na jornada de empreendedores brasileiros a criar empresas de crescimento acelerado. Além disso, a empresa visa contribuir para o desenvolvimento do ecossistema empreendedor do Brasil.

This episode is sponsored by Masterworks.ioReal estate innovation is moving at a rapid pace. In this wide-ranging conversation, we cover SPACs, proptech, iBuying, and the future of modular housing and construction tech.Nima Wedlake of Thomvest Ventures. Nima is a principal at Thomvest focusing on investment opportunities across the real estate and financial technology verticals. He currently serves as a Board Observer at LoanSnap, Singular and Wholesail. He's an expert on both fintech and real estate has a sense of what's happening in the startup market where so much innovation is happening.Learn more at https://thomvest.com Share your thoughts with us: media@millionacres.com or call: 844-615-2201. Timestamps0:00 Introduction 1:45 What problems does modular construction solve 5:05 The sudden influx of venture capital 6:50 Construction tech8:55 The need for communication in construction11:17 The SPAC craze in real estate 14:12 Thomvest's maps of startups16:40 Pace of innovation in residential vs. commercial 19:24 One platform to rule them all? 22:35 Are you looking for companies to go public? 25:24 VCs and real estate crowdfunding 29:05 Nima's thoughts on iBuying31:50 Can iBuying be profitable? 34:06 What about Compass? 41:05 What is Thomvest looking for? 43:12 Do you have to be in Silicon Valley to attract capital? 46:11 Tokenization and blockchain in real estate

Johannes von Borries ist Managing Partner bei der Unternehmertum Venture Capital Partners GmbH mit Sitz in München. Er ist zudem ehemaliger Founder eines Startups und er liebt neue Technologien. Insbesondere solche Technologien, die zu vermarktungsfähigen Produkten oder Services werden und dann schnell den Markt erobern. In seiner heutigen Funktion als Investor unterstützt er Startups in der Wachstumsphase mit dem notwendigen Kapital aber auch mit seinem langjährigen Know-how beim Aufbau und der schnellen Entwicklung von Tech-Companies. Themen Mit Johannes von Borries habe ich in den GainTalents Podcastfolgen #80 und #81 in Teil II der Folge Talententwicklung im Venture Capital gesprochen. Ich bedanke mich recht herzlich bei Johannes für die vielen guten Informationen und das sehr gute Gespräch:  Warum ist Talententwicklung so wichtig? von 3000 potentiellen Deals werden nur ca. acht tatsächlich pro Jahr getätigt wichtiger Selektionsprozess der richtigen Deals einerseits, aber sich selber auch verkaufen können (spannende Startups und deren Gründer können sich heute auch die Investoren aussuchen) Kombination aus fachlichem und technischem Know-how und Persönlichkeitseigenschaften Welche Eigenschaften sollten Investment-Talente für Seed-Investments mit Technologie-Fokus mitbringen? Keine Experten in einem Bereich, sondern Generalisten/-innen, die sich sehr schnell in neue und innovative Tech-Themen einarbeiten können Coaching von Gründern, viel Interaktion mit den Gründern, viel Empathie Gutes Relationship Management - gute(r) Netzwerker/-in um andere Personen aus dem Netzwerk mit einzubeziehen, damit die Gründer noch mehr Hilfestellungen erhalten können um das Deal-Scouting/-Sourcing voranzutreiben und die richtigen Deals aufzuspüren Deal-Betreuung als Board Observer oder auch Aufsichtsrat (fachliche und investmentbezogene Hilfe) Portfoliobetreuung als Board Observer oder Board Member Entwicklungsmaßnahmen im VC: Learning on the job (ca. 80%) in Zweierteams (ein erfahrener Partner und ein/eine Junior) Fachthemen lernen und verstehen (Dealflow, Vesting, Termsheet, Due Dilligence, Cap Table etc.) Ausblick in die Zukunft: Mehr Diversity (nicht nur Gender, sondern generell), um andere Sichtweisen mit in das VC-Geschäft zu bringen Mehr Coaching in Richtung Zeitmanagement und Prioritäten Tipps für zukünftige Investment-Talente: Praktika oder Tätigkeit als Werkstudent/-in in VC-Unternehmen oder in VC-finanzierten Startups Zentrale Frage: bist Du jemand der eher an einem Projekt und fokussiert auf ein Thema arbeiten möchtest oder möchtest Du viele Bälle gleichzeitig “jonglieren”? nach ein paar Jahren im VC-Unternehmen auch durchaus noch einmal selber gründen und dann entweder dabei    #Startups #Venturecapital #Investmenttalente #Investmentprofessional #Investoren #Seedinvestment #Frühphaseninvestment #Diversity #uvcpartners #UnternehmerTum #Gaintalents #Gaintalentspodcast   Shownotes Links Johannes von Borries:  Webseite - https://uvcpartners.com/ und https://www.unternehmertum.de/  LinkedIn - https://www.linkedin.com/in/johannesvonborries/   Links Hans-Heinz Wisotzky:  Webseite - www.gaintalents.com LinkedIn -  https://www.linkedin.com/in/hansheinzwisotzky/ XING - https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook - https://www.facebook.com/GainTalents Instagram - https://www.instagram.com/gain.talents/ Youtube - https://bit.ly/2GnWMFg

Johannes von Borries ist Managing Partner bei der Unternehmertum Venture Capital Partners GmbH mit Sitz in München. Er ist zudem ehemaliger Founder eines Startups und er liebt neue Technologien. Insbesondere solche Technologien, die zu vermarktungsfähigen Produkten oder Services werden und dann schnell den Markt erobern. In seiner heutigen Funktion als Investor unterstützt er Startups in der Wachstumsphase mit dem notwendigen Kapital aber auch mit seinem langjährigen Know-how beim Aufbau und der schnellen Entwicklung von Tech-Companies. Themen Mit Johannes von Borries habe ich in den GainTalents Podcastfolgen #80 und #81 in Teil II der Folge Talententwicklung im Venture Capital gesprochen. Ich bedanke mich recht herzlich bei Johannes für die vielen guten Informationen und das sehr gute Gespräch:  Warum ist Talententwicklung so wichtig? von 3000 potentiellen Deals werden nur ca. acht tatsächlich pro Jahr getätigt wichtiger Selektionsprozess der richtigen Deals einerseits, aber sich selber auch verkaufen können (spannende Startups und deren Gründer können sich heute auch die Investoren aussuchen) Kombination aus fachlichem und technischem Know-how und Persönlichkeitseigenschaften Welche Eigenschaften sollten Investment-Talente für Seed-Investments mit Technologie-Fokus mitbringen? Keine Experten in einem Bereich, sondern Generalisten/-innen, die sich sehr schnell in neue und innovative Tech-Themen einarbeiten können Coaching von Gründern, viel Interaktion mit den Gründern, viel Empathie Gutes Relationship Management - gute(r) Netzwerker/-in um andere Personen aus dem Netzwerk mit einzubeziehen, damit die Gründer noch mehr Hilfestellungen erhalten können um das Deal-Scouting/-Sourcing voranzutreiben und die richtigen Deals aufzuspüren Deal-Betreuung als Board Observer oder auch Aufsichtsrat (fachliche und investmentbezogene Hilfe) Portfoliobetreuung als Board Observer oder Board Member Entwicklungsmaßnahmen im VC: Learning on the job (ca. 80%) in Zweierteams (ein erfahrener Partner und ein/eine Junior) Fachthemen lernen und verstehen (Dealflow, Vesting, Termsheet, Due Dilligence, Cap Table etc.) Ausblick in die Zukunft: Mehr Diversity (nicht nur Gender, sondern generell), um andere Sichtweisen mit in das VC-Geschäft zu bringen Mehr Coaching in Richtung Zeitmanagement und Prioritäten Tipps für zukünftige Investment-Talente: Praktika oder Tätigkeit als Werkstudent/-in in VC-Unternehmen oder in VC-finanzierten Startups Zentrale Frage: bist Du jemand der eher an einem Projekt und fokussiert auf ein Thema arbeiten möchtest oder möchtest Du viele Bälle gleichzeitig “jonglieren”? nach ein paar Jahren im VC-Unternehmen auch durchaus noch einmal selber gründen und dann entweder dabei    #Startups #Venturecapital #Investmenttalente #Investmentprofessional #Investoren #Seedinvestment #Frühphaseninvestment #Diversity #uvcpartners #UnternehmerTum #Gaintalents #Gaintalentspodcast   Shownotes Links Johannes von Borries:  Webseite - https://uvcpartners.com/ und https://www.unternehmertum.de/  LinkedIn - https://www.linkedin.com/in/johannesvonborries/   Links Hans-Heinz Wisotzky:  Webseite - www.gaintalents.com LinkedIn -  https://www.linkedin.com/in/hansheinzwisotzky/ XING - https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook - https://www.facebook.com/GainTalents Instagram - https://www.instagram.com/gain.talents/ Youtube - https://bit.ly/2GnWMFg

Johannes von Borries ist Managing Partner bei der Unternehmertum Venture Capital Partners GmbH mit Sitz in München. Er ist zudem ehemaliger Founder eines Startups und er liebt neue Technologien. Insbesondere solche Technologien, die zu vermarktungsfähigen Produkten oder Services werden und dann schnell den Markt erobern. In seiner heutigen Funktion als Investor unterstützt er Startups in der Wachstumsphase mit dem notwendigen Kapital aber auch mit seinem langjährigen Know-how beim Aufbau und der schnellen Entwicklung von Tech-Companies. Themen Mit Johannes von Borries habe ich in den GainTalents Podcastfolgen #80 und #81 in Teil II der Folge Talententwicklung im Venture Capital gesprochen. Ich bedanke mich recht herzlich bei Johannes für die vielen guten Informationen und das sehr gute Gespräch:  Warum ist Talententwicklung so wichtig? von 3000 potentiellen Deals werden nur ca. acht tatsächlich pro Jahr getätigt wichtiger Selektionsprozess der richtigen Deals einerseits, aber sich selber auch verkaufen können (spannende Startups und deren Gründer können sich heute auch die Investoren aussuchen) Kombination aus fachlichem und technischem Know-how und Persönlichkeitseigenschaften Welche Eigenschaften sollten Investment-Talente für Seed-Investments mit Technologie-Fokus mitbringen? Keine Experten in einem Bereich, sondern Generalisten/-innen, die sich sehr schnell in neue und innovative Tech-Themen einarbeiten können Coaching von Gründern, viel Interaktion mit den Gründern, viel Empathie Gutes Relationship Management - gute(r) Netzwerker/-in um andere Personen aus dem Netzwerk mit einzubeziehen, damit die Gründer noch mehr Hilfestellungen erhalten können um das Deal-Scouting/-Sourcing voranzutreiben und die richtigen Deals aufzuspüren Deal-Betreuung als Board Observer oder auch Aufsichtsrat (fachliche und investmentbezogene Hilfe) Portfoliobetreuung als Board Observer oder Board Member Entwicklungsmaßnahmen im VC: Learning on the job (ca. 80%) in Zweierteams (ein erfahrener Partner und ein/eine Junior) Fachthemen lernen und verstehen (Dealflow, Vesting, Termsheet, Due Dilligence, Cap Table etc.) Ausblick in die Zukunft: Mehr Diversity (nicht nur Gender, sondern generell), um andere Sichtweisen mit in das VC-Geschäft zu bringen Mehr Coaching in Richtung Zeitmanagement und Prioritäten Tipps für zukünftige Investment-Talente: Praktika oder Tätigkeit als Werkstudent/-in in VC-Unternehmen oder in VC-finanzierten Startups Zentrale Frage: bist Du jemand der eher an einem Projekt und fokussiert auf ein Thema arbeiten möchtest oder möchtest Du viele Bälle gleichzeitig “jonglieren”? nach ein paar Jahren im VC-Unternehmen auch durchaus noch einmal selber gründen und dann entweder dabei    #Startups #Venturecapital #Investmenttalente #Investmentprofessional #Investoren #Seedinvestment #Frühphaseninvestment #Diversity #uvcpartners #UnternehmerTum #Gaintalents #Gaintalentspodcast   Shownotes Links Johannes von Borries:  Webseite - https://uvcpartners.com/ und https://www.unternehmertum.de/  LinkedIn - https://www.linkedin.com/in/johannesvonborries/   Links Hans-Heinz Wisotzky:  Webseite - www.gaintalents.com LinkedIn -  https://www.linkedin.com/in/hansheinzwisotzky/ XING - https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook - https://www.facebook.com/GainTalents Instagram - https://www.instagram.com/gain.talents/ Youtube - https://bit.ly/2GnWMFg

Johannes von Borries ist Managing Partner bei der Unternehmertum Venture Capital Partners GmbH mit Sitz in München. Er ist zudem ehemaliger Founder eines Startups und er liebt neue Technologien. Insbesondere solche Technologien, die zu vermarktungsfähigen Produkten oder Services werden und dann schnell den Markt erobern. In seiner heutigen Funktion als Investor unterstützt er Startups in der Wachstumsphase mit dem notwendigen Kapital aber auch mit seinem langjährigen Know-how beim Aufbau und der schnellen Entwicklung von Tech-Companies. Themen Mit Johannes von Borries habe ich in den GainTalents Podcastfolgen #80 und #81 in Teil II der Folge Talententwicklung im Venture Capital gesprochen. Ich bedanke mich recht herzlich bei Johannes für die vielen guten Informationen und das sehr gute Gespräch:  Warum ist Talententwicklung so wichtig? von 3000 potentiellen Deals werden nur ca. acht tatsächlich pro Jahr getätigt wichtiger Selektionsprozess der richtigen Deals einerseits, aber sich selber auch verkaufen können (spannende Startups und deren Gründer können sich heute auch die Investoren aussuchen) Kombination aus fachlichem und technischem Know-how und Persönlichkeitseigenschaften Welche Eigenschaften sollten Investment-Talente für Seed-Investments mit Technologie-Fokus mitbringen? Keine Experten in einem Bereich, sondern Generalisten/-innen, die sich sehr schnell in neue und innovative Tech-Themen einarbeiten können Coaching von Gründern, viel Interaktion mit den Gründern, viel Empathie Gutes Relationship Management - gute(r) Netzwerker/-in um andere Personen aus dem Netzwerk mit einzubeziehen, damit die Gründer noch mehr Hilfestellungen erhalten können um das Deal-Scouting/-Sourcing voranzutreiben und die richtigen Deals aufzuspüren Deal-Betreuung als Board Observer oder auch Aufsichtsrat (fachliche und investmentbezogene Hilfe) Portfoliobetreuung als Board Observer oder Board Member Entwicklungsmaßnahmen im VC: Learning on the job (ca. 80%) in Zweierteams (ein erfahrener Partner und ein/eine Junior) Fachthemen lernen und verstehen (Dealflow, Vesting, Termsheet, Due Dilligence, Cap Table etc.) Ausblick in die Zukunft: Mehr Diversity (nicht nur Gender, sondern generell), um andere Sichtweisen mit in das VC-Geschäft zu bringen Mehr Coaching in Richtung Zeitmanagement und Prioritäten Tipps für zukünftige Investment-Talente: Praktika oder Tätigkeit als Werkstudent/-in in VC-Unternehmen oder in VC-finanzierten Startups Zentrale Frage: bist Du jemand der eher an einem Projekt und fokussiert auf ein Thema arbeiten möchtest oder möchtest Du viele Bälle gleichzeitig “jonglieren”? nach ein paar Jahren im VC-Unternehmen auch durchaus noch einmal selber gründen und dann entweder dabei    #Startups #Venturecapital #Investmenttalente #Investmentprofessional #Investoren #Seedinvestment #Frühphaseninvestment #Diversity #uvcpartners #UnternehmerTum #Gaintalents #Gaintalentspodcast   Shownotes Links Johannes von Borries:  Webseite - https://uvcpartners.com/ und https://www.unternehmertum.de/  LinkedIn - https://www.linkedin.com/in/johannesvonborries/   Links Hans-Heinz Wisotzky:  Webseite - www.gaintalents.com LinkedIn -  https://www.linkedin.com/in/hansheinzwisotzky/ XING - https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook - https://www.facebook.com/GainTalents Instagram - https://www.instagram.com/gain.talents/ Youtube - https://bit.ly/2GnWMFg

Johannes von Borries ist Managing Partner bei der Unternehmertum Venture Capital Partners GmbH mit Sitz in München. Er ist zudem ehemaliger Founder eines Startups und er liebt neue Technologien. Insbesondere solche Technologien, die zu vermarktungsfähigen Produkten oder Services werden und dann schnell den Markt erobern. In seiner heutigen Funktion als Investor unterstützt er Startups in der Wachstumsphase mit dem notwendigen Kapital aber auch mit seinem langjährigen Know-how beim Aufbau und der schnellen Entwicklung von Tech-Companies. Themen Mit Johannes von Borries habe ich in den GainTalents Podcastfolgen #80 und #81 in Teil II der Folge Talententwicklung im Venture Capital gesprochen. Ich bedanke mich recht herzlich bei Johannes für die vielen guten Informationen und das sehr gute Gespräch:  Warum ist Talententwicklung so wichtig? von 3000 potentiellen Deals werden nur ca. acht tatsächlich pro Jahr getätigt wichtiger Selektionsprozess der richtigen Deals einerseits, aber sich selber auch verkaufen können (spannende Startups und deren Gründer können sich heute auch die Investoren aussuchen) Kombination aus fachlichem und technischem Know-how und Persönlichkeitseigenschaften Welche Eigenschaften sollten Investment-Talente für Seed-Investments mit Technologie-Fokus mitbringen? Keine Experten in einem Bereich, sondern Generalisten/-innen, die sich sehr schnell in neue und innovative Tech-Themen einarbeiten können Coaching von Gründern, viel Interaktion mit den Gründern, viel Empathie Gutes Relationship Management - gute(r) Netzwerker/-in um andere Personen aus dem Netzwerk mit einzubeziehen, damit die Gründer noch mehr Hilfestellungen erhalten können um das Deal-Scouting/-Sourcing voranzutreiben und die richtigen Deals aufzuspüren Deal-Betreuung als Board Observer oder auch Aufsichtsrat (fachliche und investmentbezogene Hilfe) Portfoliobetreuung als Board Observer oder Board Member Entwicklungsmaßnahmen im VC: Learning on the job (ca. 80%) in Zweierteams (ein erfahrener Partner und ein/eine Junior) Fachthemen lernen und verstehen (Dealflow, Vesting, Termsheet, Due Dilligence, Cap Table etc.) Ausblick in die Zukunft: Mehr Diversity (nicht nur Gender, sondern generell), um andere Sichtweisen mit in das VC-Geschäft zu bringen Mehr Coaching in Richtung Zeitmanagement und Prioritäten Tipps für zukünftige Investment-Talente: Praktika oder Tätigkeit als Werkstudent/-in in VC-Unternehmen oder in VC-finanzierten Startups Zentrale Frage: bist Du jemand der eher an einem Projekt und fokussiert auf ein Thema arbeiten möchtest oder möchtest Du viele Bälle gleichzeitig “jonglieren”? nach ein paar Jahren im VC-Unternehmen auch durchaus noch einmal selber gründen und dann entweder dabei    #Startups #Venturecapital #Investmenttalente #Investmentprofessional #Investoren #Seedinvestment #Frühphaseninvestment #Diversity #uvcpartners #UnternehmerTum #Gaintalents #Gaintalentspodcast   Shownotes Links Johannes von Borries:  Webseite - https://uvcpartners.com/ und https://www.unternehmertum.de/  LinkedIn - https://www.linkedin.com/in/johannesvonborries/   Links Hans-Heinz Wisotzky:  Webseite - www.gaintalents.com LinkedIn -  https://www.linkedin.com/in/hansheinzwisotzky/ XING - https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook - https://www.facebook.com/GainTalents Instagram - https://www.instagram.com/gain.talents/ Youtube - https://bit.ly/2GnWMFg

Johannes von Borries ist Managing Partner bei der Unternehmertum Venture Capital Partners GmbH mit Sitz in München. Er ist zudem ehemaliger Founder eines Startups und er liebt neue Technologien. Insbesondere solche Technologien, die zu vermarktungsfähigen Produkten oder Services werden und dann schnell den Markt erobern. In seiner heutigen Funktion als Investor unterstützt er Startups in der Wachstumsphase mit dem notwendigen Kapital aber auch mit seinem langjährigen Know-how beim Aufbau und der schnellen Entwicklung von Tech-Companies. Themen Mit Johannes von Borries habe ich in den GainTalents Podcastfolgen #80 und #81 in Teil II der Folge Talententwicklung im Venture Capital gesprochen. Ich bedanke mich recht herzlich bei Johannes für die vielen guten Informationen und das sehr gute Gespräch:  Warum ist Talententwicklung so wichtig? von 3000 potentiellen Deals werden nur ca. acht tatsächlich pro Jahr getätigt wichtiger Selektionsprozess der richtigen Deals einerseits, aber sich selber auch verkaufen können (spannende Startups und deren Gründer können sich heute auch die Investoren aussuchen) Kombination aus fachlichem und technischem Know-how und Persönlichkeitseigenschaften Welche Eigenschaften sollten Investment-Talente für Seed-Investments mit Technologie-Fokus mitbringen? Keine Experten in einem Bereich, sondern Generalisten/-innen, die sich sehr schnell in neue und innovative Tech-Themen einarbeiten können Coaching von Gründern, viel Interaktion mit den Gründern, viel Empathie Gutes Relationship Management - gute(r) Netzwerker/-in um andere Personen aus dem Netzwerk mit einzubeziehen, damit die Gründer noch mehr Hilfestellungen erhalten können um das Deal-Scouting/-Sourcing voranzutreiben und die richtigen Deals aufzuspüren Deal-Betreuung als Board Observer oder auch Aufsichtsrat (fachliche und investmentbezogene Hilfe) Portfoliobetreuung als Board Observer oder Board Member Entwicklungsmaßnahmen im VC: Learning on the job (ca. 80%) in Zweierteams (ein erfahrener Partner und ein/eine Junior) Fachthemen lernen und verstehen (Dealflow, Vesting, Termsheet, Due Dilligence, Cap Table etc.) Ausblick in die Zukunft: Mehr Diversity (nicht nur Gender, sondern generell), um andere Sichtweisen mit in das VC-Geschäft zu bringen Mehr Coaching in Richtung Zeitmanagement und Prioritäten Tipps für zukünftige Investment-Talente: Praktika oder Tätigkeit als Werkstudent/-in in VC-Unternehmen oder in VC-finanzierten Startups Zentrale Frage: bist Du jemand der eher an einem Projekt und fokussiert auf ein Thema arbeiten möchtest oder möchtest Du viele Bälle gleichzeitig “jonglieren”? nach ein paar Jahren im VC-Unternehmen auch durchaus noch einmal selber gründen und dann entweder dabei    #Startups #Venturecapital #Investmenttalente #Investmentprofessional #Investoren #Seedinvestment #Frühphaseninvestment #Diversity #uvcpartners #UnternehmerTum #Gaintalents #Gaintalentspodcast   Shownotes Links Johannes von Borries:  Webseite - https://uvcpartners.com/ und https://www.unternehmertum.de/  LinkedIn - https://www.linkedin.com/in/johannesvonborries/   Links Hans-Heinz Wisotzky:  Webseite - www.gaintalents.com LinkedIn -  https://www.linkedin.com/in/hansheinzwisotzky/ XING - https://www.xing.com/profile/HansHeinz_Wisotzky/cv Facebook - https://www.facebook.com/GainTalents Instagram - https://www.instagram.com/gain.talents/ Youtube - https://bit.ly/2GnWMFg

On this week's show we're joined by Narbé Alexandrian, President and CEO at Canopy Rivers - Canadian venture capitalist firm specialising in Cannabis.In our latest episode we explore how Canopy Rivers' potential investments are evaluated, the globalisation of cannabis, and how important it is for companies to adapt and pivot around regulatory reform.→ View full show notes and summary here: https://www.cannabis-conversation.com/blogs/episode99About Narbé Narbé Alexandrian is the President and Chief Executive Officer of Canopy Rivers, a venture capital firm  specialising in cannabis. Prior to joining Canopy Rivers, Narbé was a Senior Associate at OMERS Ventures,  one of the most prominent technology venture capital funds in Canada. During his tenure, Narbé helped  fundraise for two funds ($520M of capital), sourced and lead multiple debt/equity financings, and acted as a  Board Observer for a number of portfolio companies. Prior to OMERS Ventures, Narbé was a Senior Strategy  Manager in TELUS' Internet of Things (IoT) group where he helped launch operational go-to-market strategies  to TELUS' executive leadership team. He has also held roles at Firmex Inc., a leading virtual data room company  based in Toronto, and Deloitte LLP, where he held roles in Financial Advisory and Consulting (fka Monitor Deloitte). Quotables‘Vertical integration doesn't work unless the government forces you to do it' 19:10ResourcesFollow Narbé on LinkedIn: https://www.linkedin.com/in/narbe-alexandrian-a0168a4/Follow Canopy Rivers on LinkedIn: https://www.linkedin.com/company/canopyriversinc/?originalSubdomain=caVisit Canopy Rivers Website: https://www.canopyrivers.com/

Luke Mulks of Brave and Eric Shiermeyer & Jason Brink of Gala Games join the program today to talk about their new partnership in support of one of the most ambitious economic ideas in video games: a way to truly own the things you find, create or purchase in your favorite games! They talk about how this alliance came about, why true ownership of digital assets is so important, and why Brave and the BAT token make a great foundation for online gaming. In addition, Gala Games and The Tatiana Show have a New Years’ gift for you! A rare deed in the world of Mirandus, an Epic RPG under development by Gala Games, the Outpost is a defensive fortification that can serve as a home base for an adventurer. With stronger walls than farming hamlets, the Outpost can still support some crafting operations all while defending the deed holder and their tenants. With only 200 in existence, the Outpost is a rare item priced at over $500. Must be a Gala Games account holder to win. Sign up at https://gala.games and learn more about Mirandus at: https://gogalagames.medium.com/mirandus-monday-a-broader-view-of-the-world-5edc416f7844 About the Guest: Luke Mulks is currently Director of Business Development at Brave Software, and is a core member of the Basic Attention Token (BAT) team. Prior to joining Brave, Luke was the Director of Ad Products at OAO, where he handled ad product integrations and operations for OAO’s clients, who are among some of the largest media companies and publishers on the web. Luke’s focus at Brave is to apply his expertise from his background in publishing, startups and advertising into the Brave browser and Basic Attention Token platform. • • • Eric Schiermeyer is a Co-Founder and serves as Chief Marketing Officer at Rival. Mr. Eric Schiermeyer serves as Advisor at Thumbraise. He also is an Angel Investor. He serves as Executive at Zynga. He also served as a Board Observer at Bee Cave Games. He oversees Zynga’s game strategy, product management, and design functions. He previously founded two startups. He was a Co-Founder of eUniverse a network of more than 20 content sites that included MySPace. He also was a founding member of Dvdwave, an e-commerce company that sold DVDs. He attended the University of California, Santa Cruz. He holds a BA (Bachelor of Arts) in Philosophy from the University of California, Santa Cruz If you like this content, please send a tip with BTC to 1Q2QHoNowg8D2QzWhBQU1YrraG771aCpgS More Info: Tatiana Moroz – https://www.tatianamoroz.com Crypto Media Hub – https://www.cryptomediahub.com Vaultoro – http://www.vaultoro.gold/tatiana/ Brave – https://brave.com/ohr268 Gala Games – https://gala.games Friends and Sponsors of the Show: Proof of Love – http://proofoflovecast.com Global Crypto Advisors – http://globalcryptoadvisors.io *You have been listening to the Tatiana Show. This show may contain adult content, language, and humor and is intended for mature audiences. If that’s not you, please stop listening. Nothing you hear on The Tatiana Show is intended as financial advice, legal advice, or really, anything other than entertainment. Take everything you hear with a grain of salt. Oh, and if you’re hearing us on an affiliate network, the ideas and views expressed on this show are not necessarily those of the network you are listening on, or of any sponsors or any affiliate products you may hear about on the show.

Narbé Alexandrian is the President and CEO of Canopy Rivers, a venture capital firm in Canada specializing in cannabis. In this episode, Narbé walks us through building capital for sustainable cannabis business and the state of the Canadian cannabis market. [00:01 – 17:52] Canopy Rivers’ Background and the Canadian Cannabis Market[17:53 – 25:09] The Different Cannabinoids and the Vital Role of Research for the Industry[25:10 – 32:20] Medicinal and Recreational Use, and Vertical Integration in the Industry[32:21 – 37:08] Accessibility of Licenses in the Canadian Cannabis Market[37:09 – 43:12] The Canopy Rivers and Canopy Growth News[43:13 – 50:36] Final Thoughts and Call to Action Narbé Alexandrian is the President and Chief Executive Officer of Canopy Rivers, a venture capital firm specializing in cannabis. Prior to joining Canopy Rivers, Narbé was a Senior Associate at OMERS Ventures, one of the most prominent technology venture capital funds in Canada. During his tenure, Narbé helped fundraise for two funds ($520M of capital), sourced and lead multiple debt/equity financings, and acted as a Board Observer for a number of portfolio companies. Prior to OMERS Ventures, Narbé was a Senior Strategy Manager in TELUS’ Internet of Things (IoT) group where he helped launch operational go-to-market strategies to TELUS’ executive leadership team. He has also held roles at Firmex Inc., a leading virtual data room company based in Toronto, and Deloitte LLP, where he held roles in Financial Advisory and Consulting (fka Monitor Deloitte). Follow Narbé on Twitter @narbe87 and Canopy Rivers on Instagram @canopyriversinc. You can also visit their website.Shayda Torabi has been called one of the most influential Women in WordPress and now she’s one of the women leading the cannabis reformation conversation building one of Texas’ premier CBD brands. She's currently the CEO and Co-Founder of RESTART CBD, a female-run education first CBD wellness brand. And has formerly held marketing positions at WP Engine and WebDevStudios. Shayda is the host of a podcast for cannabis marketers called To Be Blunt, where she interviews top cannabis brands on their most successful marketing initiatives. When Shayda's not building her cannabiz in Texas, you can find her on the road exploring the best hikes and spots for vegan ice cream. Follow Shayda at @theshaydatorabiTweetable Quotes:“If you’re a business in the US in a limited license state and you got your license, and you’re operating. At the back of your mind, you need to understand that in the long-term, your license doesn’t mean sh*t.” – Narbé Alexandrian“The difference between strong CPG brands and weak CPG brands really comes down to how management of the company understands the consumer.” – Narbé Alexandrian Resources Mentioned:Canopy Rivers and Canopy Growth cuts their ties SPONSORSHIP is brought to you by Restart CBD. Check them out for your CBD needs!LEAVE A REVIEW + help someone who wants to join me for episodes featuring some serious cannabis industry by sharing this episode or click here to listen to our previous episodes. You can listen to my podcast on

Luke Mulks of Brave and Eric Shiermeyer & Jason Brink of Gala Games join the program today to talk about their new partnership in support of one of the most ambitious economic ideas in video games: a way to truly own the things you find, create or purchase in your favorite games! They talk about how this alliance came about, why true ownership of digital assets is so important, and why Brave and the BAT token make a great foundation for online gaming. In addition, Gala Games and The Tatiana Show have a New Years' gift for you! A rare deed in the world of Mirandus, an Epic RPG under development by Gala Games, the Outpost is a defensive fortification that can serve as a home base for an adventurer. With stronger walls than farming hamlets, the Outpost can still support some crafting operations all while defending the deed holder and their tenants. With only 200 in existence, the Outpost is a rare item priced at over $500. Must be a Gala Games account holder to win. Sign up at https://gala.games and learn more about Mirandus at: https://gogalagames.medium.com/mirandus-monday-a-broader-view-of-the-world-5edc416f7844 About the Guest:Luke Mulks is currently Director of Business Development at Brave Software, and is a core member of the Basic Attention Token (BAT) team. Prior to joining Brave, Luke was the Director of Ad Products at OAO, where he handled ad product integrations and operations for OAO’s clients, who are among some of the largest media companies and publishers on the web. Luke’s focus at Brave is to apply his expertise from his background in publishing, startups and advertising into the Brave browser and Basic Attention Token platform. • • • Eric Schiermeyer is a Co-Founder and serves as Chief Marketing Officer at Rival. Mr. Eric Schiermeyer serves as Advisor at Thumbraise. He also is an Angel Investor. He serves as Executive at Zynga. He also served as a Board Observer at Bee Cave Games. He oversees Zynga's game strategy, product management, and design functions. He previously founded two startups. He was a Co-Founder of eUniverse a network of more than 20 content sites that included MySPace. He also was a founding member of Dvdwave, an e-commerce company that sold DVDs. He attended the University of California, Santa Cruz. He holds a BA (Bachelor of Arts) in Philosophy from the University of California, Santa CruzIf you like this content, please send a tip with BTC to 1Q2QHoNowg8D2QzWhBQU1YrraG771aCpgS More Info: Tatiana Moroz - https://www.tatianamoroz.comCrypto Media Hub - https://www.cryptomediahub.com Vaultoro - http://www.vaultoro.gold/tatiana/ Brave - https://brave.com/ohr268 Gala Games - https://gala.gamesFriends and Sponsors of the Show:Proof of Love - http://proofoflovecast.com Global Crypto Advisors - http://globalcryptoadvisors.io *You have been listening to the Tatiana Show. This show may contain adult content, language, and humor and is intended for mature audiences. If that’s not you, please stop listening. Nothing you hear on The Tatiana Show is intended as financial advice, legal advice, or really, anything other than entertainment. Take everything you hear with a grain of salt. Oh, and if you’re hearing us on an affiliate network, the ideas and views expressed on this show are not necessarily those of the network you are listening on, or of any sponsors or any affiliate products you may hear about on the show.

We were too lazy to come up with our own healthcare predictions for 2021, so we invited Bob Kocher, MD (Partner, Venrock) onto the show to discuss his Fortune magazine article, “10 Non-COVID Predictions for 2021.” Will Medicare go all-in on virtual care? Will Amazon's pharmacy gain traction? Tune in to find out!About Bob Kocher, MD: Bob Kocher, MD is a Partner at Venrock and focuses on healthcare IT and services investments. He currently serves on the Boards of Virta Health, Aledade, Renew Health and Lyra Health as well as Devoted Health, both of which he also co-founded, and the Blue Cross insurance company Premera. He is a Board Observer at Grand Rounds, Stride, Doctor on Demand, and Suki. He is formerly a Director at Jiff and Castlight Health (CSLT).Additionally, he is an Adjunct Professor at Stanford University School of Medicine and a Senior Fellow and Advisory Board Member at the Leonard D. Schaeffer Center for Health Policy and Economics at USC. He serves on the Advisory Boards of Harvard Medical School Health Care Policy Department and National Institute of Healthcare Management (NIHCM). He is also a member of the Health Affairs Editorial Board.Prior to Venrock, Bob served in the Obama Administration as Special Assistant to the President for Healthcare and Economic Policy on the National Economic Council. In the Obama Administration, Bob was one of the shapers of the Affordable Care Act focusing on cost, quality, and delivery system reform and health IT policy. He was one of the leaders of the First Lady's “Let's Move” childhood obesity initiative, led the formation of the Partnership for a Healthier America, and served on the Federal Advisory Panel charged with developing a national obesity strategy. He also co-founded the Health Data Initiative with Todd Park, a joint effort of HHS and the Institute of Medicine, to release healthcare data to spur private sector innovation to improve healthcare cost and quality.  For five years, he served as Co-Chair of the Health Datapalooza.Before the White House, Bob was a Partner at McKinsey & Company where he led McKinsey Global Institute's healthcare economics work. He has worked widely across the US and international healthcare systems to improve regulatory policy, economic performance, labor productivity, clinical outcomes, and patient experience.Watch this episode on YouTube: https://youtu.be/uCBsKA7jtKE#venrock #2021 #medicare #virtualhealth #homehealthcare #caretalk #carecentrix 

In episode 11 of Unstack's Zero to a Million, CEO Grant Deken and VP of Sales and Marketing Zach Rego talk with the CEO of Flipside Crypto, Dave Balter, about how to lead a startup.Dave Balter is the author of The Humility Imperative, and the original article featured in Inc. by the same name.Currently, dave is CEO of Flipside Crypto, which provides business intelligence to blockchain organizations.Previously, Dave was co-founder and CEO of Smarterer, a skills assessment company acquired by Pluralsight (NASDAQ: PS) in 2014. Post-acquisition, Dave was Head of Transactions at Pluralsight and served as a Board Observer.In 2001, Dave founded and was CEO of BzzAgent, a social media marketing company, which was acquired by dunnhumby, a division of Tesco, in 2011. From 2011 to 2014, Dave sat on the Global Executive Team at dunnhumby, where he led all M&A activity and founded and led their investment arm, dunnhumby Ventures.Dave is Venture Partner Emeritus at Boston Seed Capital; personally, he is an investor or advisor to more than 75 technology organizations. A lifelong fan of the arts, Dave sits on the advisory board at Berklee Music Online, and is Vice Chair for Boston's Boch Center for the Performing Arts.Connect with Dave on LinkedIn and visit https://flipsidecrypto.com/.This episode is brought to you by Unstack.

Finn Murphy is the Principal at Frontline Ventures, a VC firm based in Europe. Founded in 2012, with offices in Dublin and London, Frontline has positioned itself as the venture firm for globally ambitious B2B companies on both sides of the Atlantic. Its focus is on B2B SaaS companies with international growth goals, either early-stage startups with sights on the U.S., or at later-stage companies looking to expand into Europe. It has two main programs: Frontline Seed, which speeds up ideas at inception across Europe, and Frontline X, which is a growth-stage fund, for fast and frictionless US-Europe expansion. An entrepreneur at heart, Finn developed a passion for the tech startup and VC world while still while pursuing degrees in Math and Engineering at Dublin's Trinity College. He built his first successful software business – an application to digitize ID cards for students at Trinity – and launched it in 2016. The first product was a success, and the company was spun out as an independent business. He secured funding, won a prime spot at a local accelerator, and built out the company's core engineering team. After 18 months in operation iDly was snapped up by a larger Irish FinTech company. Finn then shifted his attention to developing the B2C growth marketing strategy at Plynk. He built out a specialized team, driving installs to a peak of 1000 per day. This company later flopped but the lessons on the way down were just as valuable as the ones from the way up. In 2018, Finn joined the Frontline Ventures team, where he is now looking to find and help grow the best new business ideas in Europe and the U.S. In addition to his responsibilities as Principal at Frontline, he also serves as a Board Member, Board Observer and Investor at several different tech startups. In this interview, Finn talks about why Frontline Ventures chooses to invest in globally ambitious tech founders, what his criteria are for evaluating a startup's global growth potential, and what Frontline's recently published 2020 Global Ambition Report reveals about the keys to successful international expansion for B2B software companies.   Links: Frontline Ventures website Frontline's 2020 Global Ambition Report Frontline Ventures on LinkedIn Finn on LinkedIn   This episode was sponsored by the Think Global Awards, powered by Vistatec.

Victor E. Friedberg is my guests on this episode of Inside Ideas. Victor has been at the forefront of innovation, investment and sustainability for over 20 years. As Co-Founder of S2G Ventures he was a principal force in developing the S2G mission, culture, strategy and team. Through his work at S2G, he pioneered system investing as a strategy for investing into food and agriculture and applied this approach in building the S2G portfolio. As Managing Director, Victor led the S2G investments into 3 food unicorns: Beyond Meat, sweetgreen, and Apeel Science as well as Maple Hill Creamery, Ataraxis and Lavva among others. Beyond Meat, which Victor served as Board Observer from 2014-2017 became the most successful IPO in 2019 and one of the most successful food IPO's in the last decades. His new fund New Epoch Capital invests in best of class entrepreneurs building transformative companies defining a new era of Health and Wellness to support their visions of providing healthy, sustainable, efficacious, personalized and traceable products and services for the values conscious consumer. He is Founder and Chairman of FoodShot Global, a 501c3 blended capital investment platform of equity, debt and grants with 25 of the leading funds, banks, foundations, universities, corporations and non-profits seeking to join him on his mission to transform the food system into one that is more healthy, sustainable and equitable. FoodShot Global's GroundBreaker Prize is presently the largest prize for food and agriculture. He serves presently Executive Chairman of the fast-growing plant-based dairy company Lavva and Chairman of the organic toddler food company Tiny Organics. He serves on the Boards of those two companies as well as the biotech company Kiverdi/Air Protein. He is an Advisor to the biotech company Mori and the SLM Partner land fund. He was named by Forbes Magazine one of the Top 25 deal makers and influencers in Consumer Products in 2016. Victor E. Friedberg Founder and Managing Partner, New Epoch Capital Co-Founder, Seed 2 Growth Ventures (S2G) Founder and Chairman of FoodShot Global Executive Chairman, Lavva Chairman, Tiny Organics Board, Kiverdi and Air Protein

Hello, this is Hall T. Martin with the Startup Funding Espresso -- your daily shot of startup funding and investing. So, what is a board observer? In general, the board observer is just that, an observer. Someone who listens to the discussion but doesn’t actively participate unless called on to join in. Some investors negotiate a ‘board observer’ position as part of their investment so they can monitor the progress of the company. Most board decisions are perfunctory, such as signing off on the 409A valuation, stock options plans, etc. The board observer attends your board meetings but does not have voting rights. They gain access to the board documents but don’t have a legal say in any of the decisions. They may be asked to leave during discussions of a sensitive nature. Angel investors, corporate VCs, and others will use this as a means of staying connected. Thank you for joining us for the Startup Funding Espresso where we help startups and investors connect for funding.Let’s go startup something today. ___________________________________ For more episodes from Investor Connect, please visit the site at:   Check out our other podcasts here:   For Investors check out:   For Startups check out:   For eGuides check out:   For upcoming Events, check out   For Feedback please contact info@tencapital.group  

Narbe Alexandrian joined the Shake to discuss his career, Canopy Rivers as well as take a deep dive into all things Cannabis. Narbe Alexandrian is the President and chief executive officer of Canopy Rivers, helping fundraise for several funds as well as sourced and led multiple debt & equity financings, and acted as a Board Observer for several portfolio companies. Canopy Rivers is a Cannabis Venture Capital Firm, they do more than provide capital with a focus in helping build sustainable businesses. Their mission is to invest in innovators across the cannabis value chain–committed to making the cannabis industry stronger, faster, better, and smarter by accelerating the success of the companies they invest in. www.TreehouseSolution.com

Welcome to the third episode of The Takeoff's telehealth podcast with Saurabh Bhansali, Partner at Health Velocity Capital (a leading healthcare-focused venture and growth equity firm). Saurabh currently sits on the Board of Directors at HealthJoy, Zipari, and Jvion. He is a Board Observer at Ginger. Special thanks to our first podcast guest, Russ Glass, who made the intro to Saurabh and our second guest, Guy Friedman, for encouraging me to make more intro requests. I had an amazing time talking to an investor in this episode (Russ and Guy are both operators), which gave a refreshing perspective. You can find the interviews with Russ and Guy, here: Russ (Spotify, Apple Podcasts), Guy (Spotify, Apple Podcasts) We hope you enjoy the episode :)

Sony Corporation has invested $250M in Epic Games! But all indications are that the multinational media giant doesn't intend for that investment to relate solely to its gaming division. So what does Sony's "Strategic Investment" really mean, and why does Fortnite feature so prominently in both companies' futures? The only place to find a $250M mixer cover charge is...in Virtual Legality. CHECK OUT THE VIDEO AT: https://youtu.be/0AyjUSTSFQ4 #Sony #Epic #Investment *** Discussed in this episode: "Epic Games Receives Strategic Investment from Sony Corporation" Epic/Sony joint press release - July 9, 2020 https://www.businesswire.com/news/home/20200709005844/en/Epic-Games-Receives-Strategic-Investment-Sony-Corporation "What is the definition of "strategic investment"?" Quora Answers https://www.quora.com/What-is-the-definition-of-strategic-investment "Strategic Investment Examples" Gaebler Resources for Entrepreneurs https://www.gaebler.com/Strategic-Investment-Examples.htm "Quick thread on Sony and Epic deal..." Tweet - July 9, 2020 - Daniel Ahmad (@ZhugeEX) https://twitter.com/ZhugeEX/status/1281368571902402560 "Epic Games' Valuation Around $17B After $750M Funding Round" Sports Business Daily - June 17, 2020 https://www.sportsbusinessdaily.com/Daily/Issues/2020/06/17/Finance/Epic.aspx "Epic Games" NC Business Entity Search https://www.sosnc.gov/online_services/search/Business_Registration_Results "Epic Games MD Business Entity Search https://egov.maryland.gov/BusinessExpress/EntitySearch/Business "Board Observer vs. Board Member" VC Adventure - January 18, 2005 https://www.sethlevine.com/archives/2005/01/board-observer-vs-board-member.html "Fortnite and Travis Scott in "The Metaverse": Fraction of the Future (VL211)" YouTube Video - April 27, 2020 - Hoeg Law https://youtu.be/rU5lSqMM4YQ "'Fortnite' virtual rap concert draws record 12.3M attendees" Mobile Marketer - April 27, 2020 https://www.mobilemarketer.com/news/fortnite-virtual-rap-concert-draws-record-123m-attendees/576781/ "List of assets owned by Sony" Wikipedia Entry https://en.wikipedia.org/wiki/List_of_assets_owned_by_Sony#Subsidiaries_and_affiliates_by_business_segment *** "Virtual Legality" is a continuing series discussing the law, video games, software, and everything digital, hosted by Richard Hoeg, of the Hoeg Law Business Law Firm (Hoeg Law). CHECK OUT THE REST OF VIRTUAL LEGALITY HERE: https://www.youtube.com/playlist?list=PL1zDCgJzZUy9YAU61GoW-00K0TJOGnPCo DISCUSSION IS PROVIDED FOR INFORMATIONAL PURPOSES ONLY AND IS NOT TO BE CONSTRUED AS LEGAL ADVICE. INDIVIDUALS INTERESTED IN THE LEGAL TOPICS DISCUSSED IN THIS VIDEO SHOULD CONSULT WITH THEIR OWN COUNSEL. *** Twitter: @hoeglaw Web: hoeglaw.com Blog: hoeglaw.wordpress.com

What is it like to be on a Board with heavy hitters such as Mamoon Hamid (KPCB), Aileen Lee (Cowboy), and Angela Strange (Andreessen Horowitz)? Why are google docs not an entirely bad idea to share the Board deck with Board members? Why can Observers have a relationship advantage with founders compared to Board Directors? Nikhil is a board member/observer at ClassDojo, Frame.io, Imperfect Produce, Plays.tv, Tally, The Farmer’s Dog. He has co-sponsored many of Shasta’s investments since joining the team in 2012. Nikhil was named in 2015 to Forbes Magazine’s 30 Under 30 list for Venture Capital.In this episode, we discuss how Observers can be in the ear of the entrepreneurs without the tension that exists between a Board Director and the CEO. We discuss why Observers can be strong allies for CEOs by being an informal point of contact for them to better understand the Board, and oftentimes they have more capacity to do work. Nikhil also reflects on his first investment as lead and first Board seat as full Director at The Farmer’s Dog when he was still a Principal, why your first Board seat is as much the founder betting on you than the other way around, and more generally why that first Board seat is so special. Finally, we also debate why alignment is usually not an issue in early stage VC, and hence why the first role of a Board member in early stage startups is to provide services to the founders and make sure their Board duties don’t consume too much of their time and energy.If like Nikhil, you are interested in consumer-oriented businesses and the transformation of healthcare, education, energy, and the life sciences by mobile and web technologies, you should absolutely follow him on Twitter @nbt. For more information on his firm, follow @shasta or visit their website www.shastaventures.com. For more podcasts on how to build better Boards, join us at www.boardsnetwork.com and follow us on Twitter @boardsnetwork. 

Episode Summary: In our final episode we bring together Jana Eggers, CEO of Nara Logics, Scott Kirsner, Boston Globe columnist and CEO of Innovation Leader, and Dave Balter, CEO of Flipside Crypto, to discuss the question on every Boston entrepreneur's mind: to build in Boston or Silicon Valley? This episode is a fun and enjoyable listen where you'll get to hear each guest's opinions and theories.Uncovered in this episode: The biggest differences between the two coasts when it comes to starting a businessScott's take on why so many people who start to build in Boston end up leaving to go out West  Strategies for how to keep talented entrepreneurs in Boston The misconception that big companies aren't made in BostonWhy we should stop overthinking things in Boston and “just dance”List of resources mentioned in episode:Articles written by Scott Kirsner: https://muckrack.com/scottkirsner/articlesNara Logics website: https://naralogics.com/Flipside Crypto website: https://flipsidecrypto.com/About Jana Eggers: Jana brings over 25 years of technology and leadership experience to Nara Logics from Intuit, Lycos, American Airlines, Los Alamos National Laboratory, and startups that you've never heard of. Jana is a frequent speaker, writer, and mentor on AI and startups. She is also a marathoner (most recently completing Boston) and an Ironman.About Scott Kirsner: Scott Kirsner has written a weekly column for the Boston Globe since 2000, and before that helped the Globe launch its digital publishing division with Scott Cohen and Frank Hertz, his co-founders at Innovation Leader.Scott has also been a contributing writer for Wired Magazine, Fast Company, Variety, The New York Times, BusinessWeek, and other publications. He is the author of several books on innovation and technology, including “Inventing the Movies,” which explores the challenge of bringing new ideas to a century-old, change-resistant industry: Hollywood.Scott has presented leadership strategies to corporate leaders, technologists and entrepreneurs at Harvard Business School, the MIT R&D Conference, South by Southwest, the Consumer Electronics Show, HubSpot Inbound, Tijuana Inovadora, the Connected Health Symposium, and the NAB Futures Summit. Scott has also appeared on NBC's Today Show, NPR's Science Friday, the Discovery Channel, and WBUR's Radio Boston.About Dave Balter: Dave has been active in the cryptocurrency space for years, and has learned invaluable lessons from not buying during crypto winters and at least one wallet loss.Previously, Dave was the CEO and co-founder of Smarterer, a machine-learning skills assessment company acquired by Pluralsight in 2014. Post-acquisition, Dave was the Head of Transactions at Pluralsight, while also serving as a Board Observer.Before co-founding Smarterer in 2010, Dave founded and was CEO of BzzAgent, a social media marketing company, which was acquired by dunnhumby, a division of Tesco(PLC) in 2011. From 2011 - 2014 Dave sat on the Global Executive Team at dunnhumby, where he led all venture investments and M&A activity.Dave sits on the Board of AdHawk, is an investor and/or advisor to more than 50 startups and is Vice Chairman of Boch Center for the Performing Arts, a nonprofit steward of iconic venues, providing arts, entertainment, cultural, and educational experiences to the greater Boston community.

How should one behave as a first time Board member? How differently should one act as a Board Observer compared to a Board Director? What are management's expectations regarding Board Observers?Since joining Maveron, Anarghya Vardhana has invested in a number of companies, including Masse, Co-Star, Illumix, Imperfect Produce, Two Chairs, and others. She was named to the Forbes 30 under 30 in 2017, and is an active member of AllRaise. In this episode, Anarghya shares her first Board experiences with us. We discuss where you should draw the line between being helpful and overstepping your role as an Observer. We explore what goes through your head before you pull the trigger on an investment that will end up being your first Board. Finally, we discuss the importance of emotional intelligence to become an excellent Board member and ways we can improve diversity at the Board level.If you're interested in anything that is consumer tech-related, we strongly encourage you to follow Anarghya on Twitter @anarghya503 as well as her firm @Maveron. For more podcasts on how to build better Boards, join us at www.boardsnetwork.com and follow us on Twitter @boardsnetwork.

In this episode, the fifth and final one of the season, we’re joined by co-Founder and CEO of Bloc Ventures, Bruce Beckloff. Bloc is a venture capital company that supports and helps grow the next generation of early-stage deep technology businesses across Europe. Beckloff’s extensive tech expertise and commercial acumen have led him to own the corporate strategy for world-leading tech provider ARM and, as part of this, create their investment activity. After 12 years at ARM and other roles including Corporate VC Specialist for the UK Trade & Investment government unit, Beckloff currently helps deep tech startups align their strategies to scale commercially and quickly. He’s currently an Advisor for IoT SaaS platform EVRYTHNG and Board Observer for fintech company Yordex.

Guest: Oliver Jay - Head of Global Sales & Partnerships @Asana (Board Director @Grab; Formerly @Dropbox, @NEA, @HBS) Guest Background: Oliver Jay is the Head of Global Sales & Partnerships at Asana. Prior to Asana, he scaled the Dropbox sales team from 20 to 100 people across multiple geographies. Previously, Oliver worked at Morgan Stanley and New Enterprise Associates (NEA) where he invested and worked alongside entrepreneurs in consumer internet, cleantech and enterprise SaaS companies. Oliver earned his B.A. from the University of Pennsylvania and his MBA from Harvard Business School.  Guest Links: Website | LinkedIn | Twitter Episode Summary: In this episode, we cover: - Top Talent: 4 Hiring Criteria & Step x Step Recruiting Process - The International Expansion Playbook - Upstream: Product-Market Fit to Freemium to Enterprise - Building Sales Engines - Self Serve, Online Sales, Enterprise, Partnerships & Channel - 3 Criteria for Picking Horses (the Right Hypergrowth Companies) - The Role of Unit Economics for Sales & Marketing Leaders Full Interview Transcript: Naber:  Hello friends around the world. My name is Brandon Naber. Welcome to The Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest-growing companies. Enjoy! Naber:  Hey everybody. Today we have Oliver Jay on the show. OJ is they call him. OJ is the Head of Global Sales at Asana, a $1.5 billion valuation company, a Unicorn with $213 million capital raised. Prior to joining Asana, he scaled the Dropbox Sales team from 20 to 100 people across multiple geographies. Dropbox IPO in 2018 $9.6 billion valuation. Previously Oliver worked at Morgan Stanley and New Enterprise Associates, NEA. We invested and worked alongside entrepreneurs in consumer internet, clean tech and enterprise SaaS companies. OJ is also on the Board of Directors for Grab, who has a $14 billion valuation and $9.1 billion capital raised. OJ earned his BA from the University of Pennsylvania and his MBA from Harvard Business School. Here we go. Naber:  Oliver Jay, awesome to have you on the show. Thank you so much for joining us. Oliver Jay (OJ):  I'm so glad to be here, Brandon. Naber:  Excellent. Thank you. It's July 4th. I'm sure you don't have anything better to do, so I'm really glad that you're spending it with me this morning. and I really appreciate your time. So we've got a lot to talk about. We're lucky enough to know each other personally and professionally, so I get to talk about some of my favorite things and hear about your story personally, and we'll hop into professional as well, hop through some of your career journey and ultimately, spend the bulk of our time in your professional journey, talking about a lot of the strengths, experiences, and ultimately superpowers that you've built up over time, that you've been able to study about, but also execute on that at several different, really, really high growth businesses. So let's start with on the personal side, little bit about you growing up, a little bit about what you were like as a kid. I mean, Hong Kong, Concord, New Hampshire, Philadelphia, New York, Boston, San Francisco, Sydney, San Francisco 2.0, been all over the planet. And I'd love to walk through you as a kiddo and talk about some of your interests, some of the things you're interested in, and then your journey through school. And then we can get into some professional stuff. Maybe in five to seven minutes, et's talk through what was OJ as a kid? Oliver Jay (OJ):  Awesome. Yeah. Well, so I grew up in Hong Kong. My parents are still there. And, I think even as a child I was always, I was the Lego kid, I was the builder. I was a total nerd throughout. And I excelled in math and science. Not a surprise. And it got to a point where my parents were , okay, math is only going to get you so much here. So they then sent me to boarding school in New Hampshire. Naber:  And that was St Paul's? Oliver Jay (OJ):  And that would be St Paul's. So I went there. That was my entry to the US was a ninth grade. Naber:  Nice. Excellent. So, what were some of the interests you had or the hobbies you had when you were a kid? Oliver Jay (OJ):  My main thing was tennis. Tennis was my major hobby growing up. And I think a lot of who I am came from just that sport, because that sport, just like any sport, requires you to be excellent. You just have to be, continue to grind away. A lot of, how I think actually came from that sport and competing, learning how to lose graciously, learning how to stay calm when there's, when it's things are looking rough. When you're down a set, what do you do? I'm thinking about how do you change your tactics in real time? That all comes from tennis. Naber:  Absolutely. Especially in an individual sport. We have to be so iterative. Where you do things a thousand times in practice, and it just becomes a transaction when you're in the actual match. That makes a lot of sense. So when you moved to St Paul's, and you were in Concord, New Hampshire, out of your comfort zone, tell us about that transition. And then let's talk about some of the things that you were interested in when you were in New Hampshire and high school. Oliver Jay (OJ):  Boy, so the interesting thing was Saint Paul's is one of the top high schools in the US, and that's pretty much all my parents knew. And my parents said, you're very strong in math and science, but your English sucks, and it's just really bad. And they're like, you need to supercharge that. And so they looked at the list, I think it was a US News and World Report list. And they had a couple rankings and some names that people have heard of, Exeter, St Paul's, whatever. And then so I applied and got in. And I mean St Paul's is a real school, in that it's academics is intense. And it's in the middle of nowhere. I mean, you're literally in the woods. I grew up in Hong Kong, I grew up in the heart of the jungle, a concrete jungle, and then I'm literally moved into a jungle. The school had, I think 200 acres. And I mean, it was nuts. But I learned to adapt. I learned about the American way. Yeah, it was tough, but it was certainly, also the best four years of my academic career. Naber:  Nice. Very cool. And did you play tennis when you were there? Or what were some of the activities that you were doing? Oliver Jay (OJ):  Yeah, yeah. I was on the tennis team, I was captain of the tennis team there. We were decent, we were decent. I did that, and then I was just lots of part of lots of clubs. But honestly, high school was tough for me. I didn't have that much spare time. Obviously, it should be clear, I have tiger parents, right? Obvious. So I did play a violin as well, but I was terrible at it. But I did the orchestra thing, but I was, I was so bad, so bad. But I survived, and I was okay. But I mean, I just, I worked so hard because my English level was far, far, far, behind my peers at school. Naber:  That must have been so challenging. Learning all that curriculum at such a high level, while you're learning how to master the English language yourself. That is immensely complex. Oliver Jay (OJ):  It was crazy. It was crazy. But, it changed my life. Because when I went to college, I studied philosophy, politics and economics. I went to Penn, right? So I didn't go to Wharton and just do a bunch of math and talking about strategy. I mean it's funny, I'm in business now. It's so easy compared to a career, or studying old philosophy texts, and debating, and writing papers or why you disagree with Socrates. I mean that's...But if I didn't go to St Paul's, and then of gotten out of my comfort zone, I wouldn't have done that. Naber:  That's cool. That's actually a really good way of looking at it. The most challenging class I think I've ever had in Uni was my logic class, my philosophy class - deductive reasoning, and logic, and going through all those different frameworks, and squaring everyone from old philosophers, and folks that...it's just almost, it feels it's impossible with their life experiences to contend and debate with. But that's, that's really interesting. You moved to U Penn. Why did you decide to choose U Penn? Oliver Jay (OJ):  Actually it was specifically because I really liked this program. So PPE, philosophy, politics and economics, is the most popular major in Oxford, in the UK. And Penn was one of two schools that adopted this program. It sounds fancy. Sometimes when I tell people that, it sounds I tri-majored. It's not true. It's more than one, but, it's this integrated curriculum of three disciplines that I think are really, really tied together. So that's why I went to Penn, for that program specifically. Naber:  Got It. So I won't tell anyone you didn't tri-major, but it sounds really, really stimulating. So you were at U Penn, What were some of the things you're interested in at U Penn? Before we get into your first job. Oliver Jay (OJ):  Like I said, Saint Paul's really opened my eyes to the world of humanities, and that's why I really loved that. But my interest had always been in business. You grow up in Hong Kong, you're going to be in business or you're a doctor, right? Or maybe a lawyer. It's just what you do, and it's in my blood. And so even when I was in high school, I was reading Peter Lynch books on how to invest. And so I've always been interested in business, but I took a couple of business classes and I was like, especially the management ones, and I was like, this is ridiculous. I'm not gonna pay this tuition to learn how to work as a team. Not to dismiss it, but I'm like, I don't think I'm going to have a chance again to, to read about Immanuel Kant, and how he thinks about the world. So in college, what I did was I spent most of my time academically on humanities, and then extracurricular was where I got scratch my itch on business. And my biggest thing there is I started the Wharton China Business Society. And back then, it was 2000. China had just gotten into the World Trade Organization, this was before China is the China we know it as today. But you knew it was going to be big. And it's cool, that society is still running now. I'm still getting their emails. Well they keep asking me to for donations. Naber:  That's how you know you made it. All right, cool. So you're you go through UPenn, you tri-major, obviously we talked about that. And you're interested also in studying business. I know you've always been interested in studying companies. I don't know if that's at the cost of studying people, but I know you've always been interested in studying companies. Is that when that started? Or did you get more practical with investing at Morgan Stanley, at NEA, at Harvard, before you started studying companies a lot? Oliver Jay (OJ):  I think the turning point was Morgan Stanley. I mean it was probably that summer internship. I just find it really fascinating. So when I got to Morgan Stanley, and I picked Morgan Stanley because I always liked tech as well. So I've always been a geeky, nerdy guy. And so at Morgan Stanley, I joined the tech team. And I ended up joining team that covered hardware. So companies Cisco, Juniper, and all the companies that died, Nokia, Motorola, they don't exist anymore, Nortel. But I just found it so fascinating to think about how a lot of these companies basically sell commodity hardware. A Cisco router is not that much better than Juniper router, or vice versa back then, at that point. Naber:  That's like a nightmare for software, I mean you're selling on features and pricing. Oliver Jay (OJ):  Exactly, exactly. And, but you were able to see very, very different trajectories. A lot of these companies no longer exist. A lot of them are still strong today. And that's just because of a different strategy that companies took. And I had the opportunity to go really deep. So that's why I joined equity research as opposed to a lot of my colleagues that joined investment banking to work on IPO's and deals. Because, it's probably my humanities background in education that I had led me to want to dig in deep, as opposed to more of a transactional finance job. And that's why I ended up in equity research. And through that experience I've really got to learn how to dig into companies. Naber:  Yeah. Very cool. That's a great transition. So while you're at Morgan Stanley...What's the top thing you learned from Morgan Stanley? The top learning you had, before you moved into NEA. And then we'll hop into NEA after that. Oliver Jay (OJ):  Ooh, top thing from Morgan Stanley. I actually, I have two things in my mind. So can I give you two? Naber:  Give me 10 if you want to, I've got time. Naber:  Yeah. Yeah. So the first, is I think of all places, I was extremely fortunate. And I had two great Managers at Morgan Stanley. They were my first bosses. And they say your first Manager really impacts you and your career, more than any other, right? I was just so fortunate because normally you don't get that on Wall Street. Naber:  Yeah. Statistics aren't on your side. Oliver Jay (OJ):  And I got placed with Scott Coleman and John Marchetti, and they were up and comers. And they rose through the ranks, and so they know what it took to move up. And they just had a very empowering mentality from the beginning. So they just pushed me, and I always asked for more. But every time, they just really gave me great feedback, pushed me, I learned so much. And they empowered me so much that by the second year I was they put me on stage at the Morgan Stanley tech conference, interviewing tech CEOs. And I was like 2 years out of school. And I think that was a very formative experience because I got to benefit from that, and I know what that did for me, and my career, and my confidence. And we'll talk more later about building teams and managing teams, but I've taken a lot of that philosophy from them. I was so lucky. I mean, that would be the number one thing. I will give you that, that was my number one thing I got from Morgan Stanley. Naber:  Nice. That's great. I mean, you're going to talk us through NEA. I mean you've worked for incredible companies, and you're on team building. Let's talk about that. Hiring great teams. One of the things that I know is your superpower from hearing from other people, from talking to you personally, talking to you professionally. But the result speak for themselves. You've hired incredible individuals that I know, because I used to work with them, or I know people that used to work with them, are just the best at what they do. And you consistently do it time, over time, over time. What's I'd love to hear is one, what's that hiring philosophy that you took away from those guys, as well as any additional things you've applied today? And then we can talk a little bit about your actual process. Because clearly there's something you're doing in execution that is better than most, if not better than almost all. So what is your philosophy around hiring that you took away from those guys as well as how you think about it? And then we'll talk through the process like, candidate profiling strategy, how do you attract and recruit, how do you close? So we'll talk about those things as well. So, what's on your mind? Naber:  I love building teams. I mean, it starts there...let me start with why I care about it. And I think for me, that's literally why I think...That's where I find meaning in my life. Bringing in high potential talent and seeing it grow, and creating opportunities. And I've always thought of myself, on my deathbed if I'm seen as the Y-Combinator of talent, I'll be really, really happy. And so because of that, I think that it impacts what I look for, because I really look for people who I believe we can go on a journey together, and they can learn from me and I can learn from them, and we're going to achieve great things together. That's the high level mentality that I have. I really don't look at...no matter how senior or whether someone's a fresh-out-of-school graduate. I think I can learn something. If I can't learn something from you, then I don't think you're a good fit. But that's how I see it. And so it's interesting, at Asana, we recently distilled down what are our Sales attributes, the hiring profile, not profile, but what are the attributes or values, depending on how you define it, that we look for. And I was very, very involved you can imagine, because in many ways I think I codified the things that I really value. So there are four pieces that I really care about in every single person that I hired. No matter, again, fresh out of school or you're going to run EMEA. The first is someone who really "pursues excellence". What I mean by that is, I want to see evidence that someone knows what excellence means. Because in high growth companies, you're growing 100%, 200% early on, 300% in the super early days. Every knows...information is everywhere now. So you can imagine you've got great competition. And so, you gotta go for people who really, really...Well, if you're not excellent, you don't even have a chance. You don't even have a chance to survive. And so, if you're fresh out of school, and I'm digging into your profile, and I don't see one thing...And I don't care, it could be a violin. If you've gotten really good at violin, I'm like, oh yeah. And this is sometimes why I think some of my best hires have been teachers. Because, gosh, if you can teach, especially if people from Teach for America, if you can teach math to inner city kids who have no interest in math, okay, you've pursued excellence here. And I think in this world, you either get it or you don't. You've either seen excellence, and you know what that means, and what it takes to be great, or you just don't. And it's very binary, and you can tell very quickly. So someone who does that is something I value a lot. The second piece is, we're calling it, you "lead with empathy". And in Sales, of course, if you don't have empathy, you're not going to understand your customer's needs, and you're not going to relate to them. You're not going to build a good relationship with them. But I think a lot of this is also empathy just in terms of how you work together, right? Like in Sales...you never win because of Sales. This is a huge thing, where a lot of times I've talked to other founders and they're like, oh, okay, it's time to monetize, but I need to hire some Salespeople. Those Sales people are gonna fail, right? Because Sales is just a part of a bigger engine, because you've got to work together. And working together is fricking hard. It's really hard. So if you don't lead with empathy, you're not going to know how to work together cross-functionally. In Sales, what do Sales people say all the time, every single Sales person, every single Sales leader, I need more leads. Marketing's not developing more leads for me. I'm like, okay, great. Tell me more. How could they be developing more leads for you? And why? Most people can't answer that. If you can't answer that, just like with a customer, you're not going to be able to partner with Marketing to generate the leads that you actually want, right? It's not transactional. So anyways, so leading with empathy I think is something really important. And really behind that, what I'm looking for is self awareness, right? In a fast growing company, you don't have the time to coach every single person. You really don't. I've got some Managers right now who are managing 14 people because we're just growing that fast. And I couldn't hire Managers fast enough. That means that of the 14 people, honestly, they're not each individually getting the top quality mentorship that, say, I got from two guys at Morgan Stanley. But, if I hire people who are self-aware, they're going to teach themselves. They're going to look for ways to learn. And that combined with pursuing excellence, you're going to get good people. The third piece is what I call, someone on our team defined it as, "do the hard". And this is simple, this is like, you've got to grind. I mean, no one has achieved excellence without grinding away. And Sales is really tough. I mean, literally it is the definition of a grinder job. But also, do you take shortcuts? Sometimes the hard way now is actually the easy way long term. And that's what I look for. Are you willing to do, the hard work today so they easier for you later. And the last thing we call it "ascending together", which is your ability to work as on a team. It's like, thinking like an owner, right? That's something LinkedIn, I think it was one of Jeff's big things. It's one of my big things too. I remember when I was Morgan Stanley, that's what John Mack said when he was running the company. Now this is a big bank, Morgan Stanley. When he first said that, I was like, yeah, how am I going to change the trajectory of Morgan Stanley as a first year analyst. But, I did think that way, I really did, and I love that. So, those are some of the high level qualities that I look for in anybody. Naber:  Nice. That's awesome. One follow up on that, that was really well articulated, thanks. And the one follow-up on that...Do you have a particular process you go through? Let's talk about hiring directly on your team, your team, your directs. Do you have a particular process you go through around candidate profiling, attracting that candidate, and you reaching out to them either personally, or the message that you craft? Going through the recruitment, and interviewing process, and then closing. Do you have any tactics that you think completely set you apart from, maybe what other people do, just based on the results that you've gotten? You know that they work. Oliver Jay (OJ):  I don't know if it's differentiated, but I'll tell you how I approach it. I think the first step is you really have to understand the nuances of the role that you're trying to hire for. This is a mistake I see a lot in companies. Especially early stage companies, at some point they have like 10 Salespeople, they're hitting quota, kind of. And then the Board's like, you need a VP of Sales. And then they go and the hire some kind of recruiting firm, and they load them up with VP Sales candidates, and they just hire someone to do VP Sales. And that happens every day. And, I think there's so many nuances to the rule. What kind of Sales? How do you want to build it? And, what types of talent would you want this person to bring in? And, so I am a big believer that you don't know how to hire for that role unless you've done that job yourself, for at least a quarter or two. I think as you get better, you use pattern matching and shortcut. But in the beginning, you have to do it yourself...in the Sales world, so you know what type of companies are you really, really going after and such. And so that's my first step. Because even though I'm desperate for bandwidth, and I would just love to hire someone right now to just take the job, if I don't dig in myself, I don't think I'll hire her right, the best person for that job. So that's first, and I think that helps a lot downstream, and I'll come back to it. Second is, I leveraged my network. So I leverage my network, and I go talk to people. You and I have talked. I'm like, hey, I'm looking for this person. And now I know what I'm looking for, right? Who's the best two people you know? And I don't need to recruit them, but I want to talk to them. Naber:  You do this a lot. You do this a lot. To the point where sometimes I know you're in the market for someone because either I'm close with someone that might be one of the best in the market, and I'm hearing that you had a conversation because he or she and I will talk, and hear that, OJ had a conversation. You do this, it is perpetual, it is in your nature, perpetually to do this all the time. Oliver Jay (OJ):  And I think part of it is, I find it interesting, right? It's like, you get to learn. It's free education, why not? And so I constantly do that, that's true. And then I get referrals. I remember when I moved out to Australia to run, to start Dropbox APAC, and back then LinkedIn when you were there, LinkedIn was one of the top SaaS organization. Smaller than Salesforce, but the talent was super high quality, right? I canvas the top three layers. I talked to every single person across Sales, Marketing, Talent Solutions, everybody...and that's how I met great people Gareth. So, that's step two. Step three is then obviously building that list and talking to people. And I think this is one where, I don't know if it's different, but I do it myself. I do it myself. I reach out. I mean, I'm looking for a Head of BD right now. I'm the one who's InMail'ing people. I don't outsource it to a recruiter. And I think that makes a big difference. Because if you're a top talent, you want to hear from...you want your best shot at this person, right? So I do it myself. And when I get in touch with these people, and I think this is where having done the job yourself for at least a quarter to really, really make a difference, because then now you can talk about the role in a much more sophisticated way. You're not like, I'm just hiring someone to run east coast...Someone is interested it when you're able to map the distinct qualities needed for someone to be successful in a certain role, and why that candidate is a perfect fit. Naber:  There's something ultra sexy about that. There's something ultra sexy about that from a candidate perspective. Oliver Jay (OJ):  Because the candidate, people have choices. There's so many great companies out there. And what candidates want to know, ultimately no matter where and who, is that they're going to be set up for success. And so I think that comes across when you actually know what you're looking for, and then you can talk about why that person...Hey Brandon, I'm talking about you, and you specifically, because of XYZ, and that XYZ is exactly what I'm looking for. And that makes it a lot better. And then I also think a lot, again, you gotta develop that relationship, especially if you're hiring General Managers...If you treat it as just a process, that's where I've seen these things fail. I mean, I've seen bad hiring practices, even at Dropbox where I was, where you meet a lot of hiring mistakes. It was when you make these critical roles that you just rush through a process. I'm gonna go find an executive recruiter from, they're gonna bring me 20, and then I'm going to whittle it down to three, bring people back onsite, pick one. Those almost never work out because you don't have that trust developed, or you can't close. Because that trust has not been built up throughout the process. Oliver Jay (OJ):  Those are great. Those are great. All right. I feel people are going to be furiously writing down notes in audience, much slower than you can talk about this stuff. All right, let's move into NEA...So you're at Morgan Stanley, you make the jump to NEA. Why do you make that jump? What are you doing there? And then I've got a couple of questions for you. Naber:  Cool. NEA was the world's largest venture capital fund. And back then they were, they had never hired pre MBA analysts before, so I was a guinea pig of the first class. Essentially all of these partners just wanted people to do their work for them. And fast forward, now NEA I think has 20 analysts because it's like, wow, that's great to get people to do great work, do all that work for them. NEA - why did I join NEA? Well, first why did I join venture, go into venture capital. And when I was in equity research, I got into the business of studying companies, and giving buy, sell, neutral ratings on every stock, right? You go to CNBC, and there's someone talking about their stock, that was me. Well, that wasn't me, I didn't go on TV, but that's the work I did. Behind that analyst on TV, there's some baby, junior OJ who is crunching numbers. What I realized about my job that I liked was actually understanding the company, the strategy of companies, and the technology of companies. Back then, that was right when iPhone came out. And I made a bad call, by the way. I was like, Blackberry, RIM, remember Research in Motion? Blackberry is for consumers. Remember this company called Palm - PalmPilot remember? Palm is for prosumers. When the iPhone came out, I was like, this is for consumers. Don't worry. Buy more Blackberry. Buy, buy, buy. Obviously I was wrong. But anyways, I love that analyses. What I did not care about was the actual finance. I can do the job, but whether Cisco is going to trade to 35 or 33, I just didn't care. It was almost too easy. It was like, okay, I can look at a stock chart, after a month be like, okay, it's going to pop back up. Naber:  Humanities OJ comes out again. Oliver Jay (OJ):  I think so. It's just not for me. It wasn't fulfilling. if I made a really great call, and I helped a client make a ton of money, I just didn't find that rewarding. So, venture sounded interesting because it sounded it was like, okay, I'm still leveraging some of my analytical background, but I can dig deep into strategy and technology. So that's why I learned to venture. And there was a really a crazy adventure where I got to work with a great farm. Also, so fortunate work with some such great Managers, who empowered me and challenged me. And that's when I got closer to entrepreneurs, and founders. And my job there was due diligence for deals that came in. NEA got great deal flow because it was one of the best firms. So the pressure was more on diligence, and then working with companies, which is great. And then as I worked more with companies, and if we fast forward, that's why I ended up working as, becoming an operator. I was like, wow, that seems fun. It was funny because it gave me that kind of exposure. Naber:  Nice. I read a quote that you had mentioned, in a couple places, that you saw the fun the operators were having, and you wanted to hop on that side of the coin. And I think it's well said. So when you were there at NEA, I've got two particular things that over your career, you've been good at...But since we're on NEA, and you've had a ton of exposure to a lot of different types of companies and deals, it could have been one of the places where the seeds were planted for these two things. The first one is around picking horses, picking the right companies that are going to take off, and understanding the process you need to go through in your mind for one, picking that business, and two, evaluating as to whether or not you would want to hop on board. You've done an amazing job with evaluating them for the companies that you've joined, Dropbox and Asana as an operator, as well as a bunch of businesses you've helped, either been a Board Observer, or you've been a Board Director on a bunch of different types of companies. So when you're thinking about picking horses, what is the criteria you think about for joining a company? And like you said, people have options that are the best...that it being worthy of one, you looking at it, and two, you hopping on board? Oliver Jay (OJ):  Yeah, it's I absolutely learned that from venture. And as a result of that, I look at everything from a investor lens now. When it comes to picking horses, I think...two of the most legendary investors in the valley, Dick Kramlich was a founder of NEA, and Forest Baskett who is still a GP there and just incredibly smart. Basically, when Tableau was founded, he worked with the early founders in the NEA offices to start Tableau. And I asked them, hey, what's what's the secret? Because there are some venture investors that are just clearly better than others. What's the secret? Naber:  Yeah, top quartile year over year. Oliver Jay (OJ):  What's the secret? I mean, when I asked them, I was amazed...Dick was like, find companies that are going after really large markets. And you're like, okay, duh. Naber:  Let me just write that down. Oliver Jay (OJ):  But as I've matured, and I've looked into different companies, and how markets have matured, I can't tell you how many times I've told people on my teams who want to go to some company gave them some VP Sales job, and it sounds great, but the category is just not that big. And I think that's number one, you have to pick a company that has an exploding market, and most importantly is timing. Is the market about to explode now. Let's take a couple of examples. Let's look at Zoom and Slack, two examples recently. Zoom was one of the best IPO's of all time. I mean incredible IPO. Messaging, I mean, I remember the days in 95 when we were using ICQ. I don't know if you ever used ICQ. I still remember my ICQ number, right? We were messaging. Slack versus ICQ, or later MS Messenger, is honestly not that different. And then there was Skype in the middle. So, why is this so different? Do I really believe that the UI is so amazing that that's the reason. Like, okay, maybe, but I don't know if that's a $20 billion difference. It's just that somewhere, in the B2B world around 2014, the market tipped. There was a need in the market for more dynamic communications because the pain of email was just too high, for that use case. And CIO's started believing in it. And that's when it tipped. And that market, the enterprise messaging market, basically tipped in 2014 to 2016, I would say. In those two years the winner, it's a winner take all market...There's good research that shows that when a category tips, you get a flood of competitors, and then within two years, 18 to 24 months, the leader ends up taking I think 78%, something that, call it 80% market share of the market. But if the market is huge, you can go into a big market and you'll still be okay, right? Remember there's a company called Jive, right? And remember Yammer? Remember there was a Chatter? All the still did okay, but if you want the get the $20 billion market cap that Slack got, you have to be the winner during that window when the market is ready to tip. And I would say the same thing about video conferencing. Zoom...this is nothing new. I mean, that's how my wife and I developed a relationship, right, over video conferencing, over Instand Messenger - AOL, by the way, another messaging tool. And look, somewhere between 2015 to 2017, maybe even later, was when the need really, really tiped, and now you see Zoom taking off. And you and I now, we're doing this podcast via Zoom, and we use it all the time. Same thing with file storage. Dropbox, is generating $1.4 billion in recurring revenue for file sharing. Naber:  Fastest company to $1 billion for a SaaS business ever? Is that right?...ARR. Oliver Jay (OJ):  That's right. That's right. And they didn't invent file storage. I remember when I first used Yahoo in 1995, I got to upload a file into Yahoo, and then download it when I was in the library. It was life changing. Yeah, it was amazing. So it's not new. Cloud storage wasn't new. It's just that the market tipped at that point where people were starting to move away from servers. And in 2013 to 2014 was when mobile adoption in the enterprise had hit a certain rate, and that's when you needed cloud storage. Because on mobile, you can't access files anyway. So number one, you've got to pick a huge market, and most importantly, you've got to join that market right before the market tips. And so you have to make a call. I joined Asana when people were like, what is this project management thing? I don't know what it is. Forrester and Gartner haven't written reports on it yet. But I asked the most progressive CIOs, what's next? They're like, well, I just put in Slack, and now all my work is fragmented even in more places than before. I need something to pull it back together. So I'm going to look into this project management, work management space. And I'm like, oh, interesting. So I developed this hypothesis that the capstone of the new modern collaboration stack is going to be something like Asana that pulls things back together, at least for the things that I really did matter to that company. And I'm seeing that market...we are in the heart of the race right now, that 18 to 24 month window. So that's number one. Number two is obviously what people generally look for which is technology, right? If this market is going to tip, does this company have the right technology to win? And this is very much a venture thing, where you need to some make some calls on the architecture, how they built it. What are customers saying about the product, right? That's when you get some feedback. So the second thing is, does this company have the right product to win the market. Because I do think, especially in the B2B now, SaaS more and more, is dictated by the end user and what they use. So you gotta make sure you're the one that people are gonna pick. And then the last part is, do you have the right team? Does this company have the right team that you're going to back? And that's probably the number one thing, besides the size of market, that venture capitalists bet on, is the people. Because early stage you don't really have much of a business yet. Or even a product. And I think in terms of picking companies to join, same thing, right? Let's say you join a Series C company, what is the management team? What are the dynamics? When things go south, which always happens, how does that management team work together to solve them? Or is there finger pointing? 90% of the time it's fingerpointing. 90% of the time Sales says Marketing didn't generate enough leads. Well, no, let me start...Customer Success and Support says Sales as closing crappy deals. Sales says well, what do you expect? Marketing is driving these bad leaves? Marketing goes, well, what do you expect our Product is missing all this stuff. Product goes well, that's because design is a bottleneck, and it's not shipping. We're not shipping fast enough because design is not ready. Design is like, well, you know what, it's not my fault. I can't hire enough designers, it's recruiting, right? Recruiting..it just goes on. And when I say 9 our of 10, I think that it's 9.8 out of 10. And I made this mistake myself. Before Dropbox, I joined a company that I probably shouldn't have. So a lot of people look at the company profile, and the executives, and where they came from. Oh, this person was at Google for 20 years. Well, you know what, so have like 10,000 other people. And you've seen this at LinkedIn, not everyone's a star at LinkedIn buddy. A lot of stars. But, quite a few duds too. Naber:  Totally. I mean, nature of large numbers like that, for every one of those businesses. Oliver Jay (OJ):  Totally. Totally. Or they haven't seen the right stage that's relevant for your company. So, finding the right team that you think you can bank on just to get through the hard times is really, really important. Don't just look at the profile. Naber:  Nice. Awesome. Great answer. Okay. So, we've gotten through NEA right now. At this point, I believe you jump into Harvard, correct? HBS. Oliver Jay (OJ):  Yeah. Naber:  Cool. So take us through the reason you decided to go get your MBA. Why Harvard, which may be self-explanatory. And then take us all the way up through your decision to join Dropbox. So through that period, Scientific Conservation, Harvard, etc, up through the point where you're joining Dropbox. And then we'll talk about what you were responsible for there. And I've got some, a couple of questions for that. Oliver Jay (OJ):  Yeah, sure. So I decided when I was at NEA that I wanted to be on the operating side. So I was like, they have all the fun. I didn't understand how much pain they had either, honestly, but I was like, it sure seems fun. And, the short answer of why I decided to get my MBA...I was like, okay, well if I got into a great school, I might as well take a break because I'm going to make this career switch anyways. So I'll just do it. And that's literally the logic. And this was mainly...I remember one of my mentors at NEA, John S., who's a fantastic guy, fantastic...Remember remember there was this company called The Ladders? Naber:  Yeah, of course. Yeah. The $100K+ jobs is their thing, right? Oliver Jay (OJ):  Yeah, yeah, yeah. What happened with them? Naber:  They died. I have no idea. It was almost overnight. Because I remember, I mean, I did a lot of research on ladders for at some point in my career. Anyways, I don't know, they just died at some point. Oliver Jay (OJ):  So we we're going to meet with The Ladders in New York. I remember this clearly. This was right around the recession starting, and John's just like, you need to apply to business school. And this was October, and the deadline was coming up in December. So I was like, all right. He convinced me that would be good. I mean, I might as well, I'm going to try it. John's like, you're probably not going to get in, and that's cool, but why not try? Because getting into business school, certainly getting into HBS, is a total crapshoot. It's a total lottery. Yeah. I got some friends who were way more qualified than I am and didn't get in. And I now know it's for sure a crap shoot. So anyways, I applied. And I only had time to apply to one school, and that was not the plan, but I just didn't have time because I had to take the GMAT, write the essays, get the recommendation, all that. I only applied to Harvard assuming that I didn't get in. And then I got in. Naber:  Stop it. Hold on. This is unbelievable. Hold on, hold on. So you only applied to Harvard and you got end up... Oliver Jay (OJ):  Yeah, it wasn't because I had so much confidence or that it was the only school that I would go to. I was gonna apply to like five. But dang it, man, these essays, they take like...I haven't written these essays in a long time, and they go back to humanities OJ. It took forever. I just didn't have time. I think the the application was due January 1st or something, and I remember over Christmas I was writing these essays and I was just like, I don't have time for this. And I just applied one. I really didn't think I was going to go to business school, and then I got it in. And I'm like, oh, okay. I guess I'm going. Naber:  No one can see me losing a right now. Laughing silently while I'm listening to this, and not believing it. This is a great story about getting into Harvard Business School. Such a good story. All right, so you're at Harvard, what's the biggest thing you learned there? And then take us through up to you joining Dropbox. Oliver Jay (OJ):  Ah, man. Yeah. So Harvard was great. Naber:  You must have met some really cool, interesting people. Oliver Jay (OJ):  I met some amazing people. And people that I considered to be my best friends today. That's where I met the co-founders of Grab, I'm on their board now. I met a lot of great professors.Look, I think the thing about business school...A lot of people poo poo on business school. They're like, it's expensive, you don't learn anything, it's just networking. I mean, I call bullshit on that. Because I'm a nerd, I to learn. And so I studied. I'm like, wow, this is interesting. And I'll tell you at that point I was going through this big clean tech phase in my life. I was really interested in clean tech. I was doing clean tech investments at NEA. I was part of the environment group at HBS. I was super active. I thought I was going to build a career in clean tech. And now that I'm selling productivity software for the past seven years, it's given me a different kind of perspective looking back. But I was so into clean tech. And I met some great people through that, through other who have similar interests. But I'll tell you, so my first job was Scientific Conversation - they basically sell building automation software to help optimize the equipment in commercial buildings to optimize their energy spend. Think of it as HVAC optimization software. I would not have been able...and I took a Sales role coming out of school, which is interesting because very few people go to HBS to come out to be a Sales guy. It's pretty rare. And I sold to real estate developers. And if I did not take a real estate class at HBS, I wouldn't know how to speak that lingo. Cap rates, and TNI, and whatever. I mean it's just, there's different things. I learned that from school. And then what was really interesting was then Scientific Conversation went through a big period of restructuring. And I had to be a big part of that. I took this class called turn arounds, because it's a new topic, when you learn about - how to turn around companies? How do you learn about bankruptcy law? You learn about how to negotiate with your creditors so you can live to die another day, so to speak. And then I used those skills. I literally looked up my notes on bankruptcy. Because I would call our creditors, and it'd be like, hey man, we're about to go under here. I'm going to give you, I know I owe you $2 million, I'm gonna give you $2,000, or you can have a shot at bankruptcy court. Anyways, long story short, business school was awesome. I met great people, and I learned a ton, got great exposure, and I actually implement the things that I learned. Naber:  Wow. That's great. Great Story. Okay. So Boston, Beantown, you leave. Scientific Conversationis next, you join in a Sales and Partnerships capacity. Every Harvard Business Schoolers dream, joining Sales right after that. Oliver Jay (OJ):  That's why you go to HBS. Naber:  That's right. #HBS. So what is the biggest thing that you learn at that business, and why did you join Dropbox? Oliver Jay (OJ):  Well, a lot of my lessons learned around the people, in part, was what I learned at Scientific Conservation. It had on paper, all the things that most people look for, right? I said, oh, pre rocket ship, hot industry, a team that looked really, really strong on paper. That's what I went for. You know, hypergrowth. I remember Kleiner Perkins, NEA, Accel. Everybody was like, this is the next one, this is the next OPOWER. This is the commercial version of OPOWER. I thought it was the best thing. But you know what, just didn't have the right team to execute going through the tough times. and that's what I learned. That's honestly the biggest lesson I learned. I met a lot of great people. But that's where I really realized, wow, so much of execution is the people, and the chemistry of those people. And that's what I learned there. So why did I Dropbox? Honestly, I mean...we had to do a big turn around in Scientific Conservation. Within a year we went from 30 people, to 180 people, and then I had to play a big part in restructuring down back to 90 people, and then down to 50 people. I mean it was a year that felt 10 years. So Dropbox, I showed up, people on scooters, drinking from coconuts...you've been to the office. It was just a different world. I'm over here trying to make payroll, literally. There was a payroll period where I... Naber:  And letting people go daily. Oliver Jay (OJ):  Ugh, brutal. People always ask, what's the biggest done, whatever. I'll say the biggest deal I've done was in...I broke my lease, the Scientific Conservation lease with a real estate developer...Because we had signed this Embarcadero Bay Bridge View Office for a seven year lease, even though the company was making zero in revenue, so that tells you something. But thankfully, the one thing that went in our favor was the rental rates have actually gone up in SF. Far, far greater than our committed rate of increase in her seven year lease. So they way I made payroll was, I went to the developer and I said, I will break the lease if you give me x amount of money. Well, they didn't know it was how we were going to make payroll. It was hilarious. And then negotiation, at the end the thing that clinched the deal was office furniture. I was like, I'll throw in the office furniture. Naber:  Stop it. I always find it mind blowing when in residential, someone rents someplace for like, a few grand more a month just because the furniture's included. And that was your deal with the developer. That guy has done tons of deals, tons of deals, and this guy closes over the furniture. Oliver Jay (OJ):  Honestly, I probably would have gotten it done anyways. I was actually in my head thinking, I don't want to pay to get rid of the furniture. That was what was going to be my head. Naber:  Oh, that's a good win-win. All right, so you join Dropbox. There's coconuts, there's cupcakes, there's all of it. So walk us through in one or two minutes, what you were responsible for and the jumps that you made at Dropbox. And then I've got a few questions around some of your super powers, okay? Oliver Jay (OJ):  Yeah. So Dropbox I went in as one of the first business generalists. There wasn't a role, it really just do everything. So, looking to our payments gateway infrastructure, looked into capital financing for our data center to help raise capital. I looked into real estate because they're like, oh, now you're a real estate pro from my background. So I had to try to figure out finding office space. Andthis was all in the first three months. We were moving so fast. And and then there was this business called Dropbox for Teams that was starting to grow really, really quickly. And the Head of Business, our COO was like, can you just take a look at that. Basically, do the Sales Ops work to see what's going on. And that's how I got into it. And then one thing led to another. So took that role on, started adding some visibility into the business. And then moved into actually managing part of it. And ended up running a lot of it, growing the North America Online and Inside Sales teams to 70 or so people. And then got the opportunity to co lead our APEC expansion efforts. Naber:  With Tony, is that right? Oliver Jay (OJ):  With Tony, that's right. And they're like, all right, figure it out. I mean, that was it. Figure out APAC, period. So then we did that, that led to both of us moving out to APAC for a year and a half. Started the Australia office, Japan office, I was gonna think about Singapore, but didn't end up doing Singapore. Also looked at Latin America, when the new CEO joined. He's like, well, there's another continent. Someone's going to look at it. And they just put it on our plate. And then did that for a while. And then when I came back to the US, transitioned into the Corp Dev team, so think about M&A at Dropbox. And then through that experience I realized I really missed building teams. Which is why I went back to the Sales world at Asana. Naber:  Nice. After hearing your story, and I saw a lot of firsthand when I was working with teams at Dropbox and I'm working with teams at Asana, now I get that, why you made that jump. Or at least why that was the right time in your life, and in missing teams to want to make that jump. Wow. That's really interesting. Okay. So a couple things about Dropbox. There is a theme, and you've done this really interestingly coming at it from, let's call it the Sales Ops angle first, and then jumping into manage these teams. Which some of the best operators I know from a Sales and Marketing perspective, have come from the Ops side. I look at them as the Ying to my Yang. They speak a beautiful language and I want to hear all of it. So as you're doing that, you're building things from scratch. And you are building at one phase at Dropbox, and you go through a lot of different phases of growth in your international expansion playbook. You're also going through phases you've been in before at Asana, and planning for phases that are things you've seen before, and things you know a lot about. So let's talk about your international expansion playbook. As you're going through phase by phase, and one, making the decision as to whether or not you should do it in the first place - Expanding outside of, let's call it the US for now, into other markets? And then two, once you decide yes through that evaluation process, you want to go about doing it. What's your step by step process you're going through in order to expand internationally? You can use the Dropbox example or the Asana example, or both, If you just want to say, hey, this is what we did then and this is what we did then. But either way, what's your phase by phase and step by step approach as you're executing on this expansion playbook. Oliver Jay (OJ):  So I think the first is understanding that international operations is not...Adding international operations is, honestly from management overhead perspective, it's the minute you go international, for every new region and office you add is equivalent of adding two, and the next one you add is like adding three. There's a complexity, the overhead is so much more, and sophistication is so much greater. And that's not to say it's not worth it, right? Obviously I do it, but it's something that I think you need to be really, really honest with yourself, with your teams on whether or when are you ready for that? Because honestly, one of the things that I think about is, most companies go international too late, right? I think Slack is a good example. Slack to me, and I have a lot of good friends at Slack, so maybe you have to delete this. But, international is only 30% of their revenue, or 35% of their revenue at this scale. And I think Microsoft got a jump on them internationally. Well Microsoft has a jump on everybody, but especially internationally. And so, you want to go fast, but you got to make sure you commit. So step one, before you commit 100%, what you can do is just play the digital game. Localize your product, localize your ads, localize your website. And I would say probably even in that order. Again, it depends on what product you have, right? But if you have a user facing product...and in Enterprise it starts with the product. In many countries you may have one or two people who aren't very comfortable with English, but the rest of the team may not be. And you're not going to get good adoption that way. So I think that's important, localize your product, as long as you feel you have enough confidence that it's worth the engineering investment. Because it's a big investment. There's a certain threshold where you're going to start seeing...Whether it's tickets that come in asking for your language, or your community, you'll get that ask. Yeah, I mean, maybe French and Spanish, the website, that's as an obvious one. But what's interesting is you can some good lift from just localizing the ads, in Dutch or Japanese, and it points to an English website. You're still going to get some incremental dollars there. So play the digital game. And then at some point, and you have to come up with a framework, and it's different company to company, and you don't have to be that Scientific. But at what point do you feel you're ready to go open an additional office? And almost always, you'll see English speaking markets adopt first - UK, Australia, are the next two, and Canada. Large markets that, for many reasons, and we're not gonna have enough time talking about them, but they usually are the next to adopt technologies. And so your next move almost guaranteed is going to be somewhere in Europe, right? And you pick between Dublin, Amsterdam or London and we can talk about which one, why, but it's going to be one of those three almost guaranteed, right? So setup your Europe hub. And then depending on the type of company, you can think about growing from there. So then the most obvious, next markets would be France and Germany in Europe. And so then you got to make that decision on whether you want to service those markets in whichever hub you've picked, or you go even more local. And I think that depends on the type of company that you have. We talked about Australia, that makes a ton of sense already. The minute you're looking into the UK, if you have the bandwidth, you should look in Australia as well. I would think that the market demand would be equivalent in terms of the time. And then Japan. Japan, people forget, is the second largest IT market in the world. And they're early in their cloud adoption. But for SaaS companies, it's really starting to take off. And so Japan is a market where investing in early can pay off dividends three, four years down the road. Japan is Slack's number two market. It's Salesforce's number two market. But it takes years to build up that market. And so you can start thinking about that. So the order of sequencing, I guess I'm not even...I guess I've done it enough now to just know the sequence instead. I mean the first time I did this at Dropbox it was like, okay, how many users do we need to see before we go green light here? How much revenue? How many businesses? How many domains we want to see? And, I've traveled so much in the last couple of years. This is the order that I would go in, Naber:  Good one. Awesome. You know what's really interesting about that, is you mentioned you've looked at the data, and from the data side it says to do this, this, and this. What you're saying is don't necessarily do the work that everyone else has has done. This is an all likelihood, the chronology of the markets that you will go into next. And that's really interesting. Don't redo all the work. Do not reinvent the wheel. I have two follow-up questions to that. One is how do you know whether to hire local, even more local, versus doing it from a regional hub? How do I know whether or not I should sell from Dublin or London or Amsterdam into France, Germany, Spain, Italy, some of the Nordic countries, etc? Or hire local in that particular market? And by that I mean, when do I do it? And I'll ask the other question after that. Oliver Jay (OJ):  Yeah. To me it all depends on your target audience. Who are you trying to go after and how? So if you're going after SMBs, this is primarily going to be Inside Sales function. You're not showing up. It's not a relationship sale. Then there is so much value in centralizing to the last minute that you can because you're still trying to figure it out. So Asana is small deals, we start with small teams and then we expand them. And, we essentially have a big machine in Dublin. Why? Because the French rep who has learned some new insight selling to Mid-market & SMB companies in France can share with the Nordic Rep, and those best practices when you're early in a region, you got to learn quickly, and you're gonna to learn from the field. And that information transfer is so valuable. And then eventually you go the other way. You launch a new product, you've got to enable the team. There's a lot of operational overhead to enabling lots of people in the field, versus you just fly into in one office, and you basically enable a team all at once. So huge, huge advantage to centralizing. However, if your Sales cycle and process relies a lot on relationship building, whether it's for bigger deals, whether it's a complex deal that relies on partners, then you need to go in the field. And that's where showing up makes a ton of sense. And what changes is the unit economics of that office, where if you open an office in Paris, now showing up at a mid-market opportunity of a 10K Pounds deal, normally is not going to justify a flight in, hotels, make it work. But now it's just, down the street. I mean not down the street, but now you can justify making that visit, and absolutely everything that increases the conversion rate. So there is benefit there too. But balancing operational overhead, learning earlier, I am a big believer that you should hold off as long as you can. Because once you're decentralized, there's no way you can centralize again. Or you can, but it's very painful. You gotta shut down offices, and it's really painful. So you want to wait as long as possible. Naber:  Nice. Great answer. Thank you. And then, second question is...So you're going through this process of massive expansion, within Dropbox and Asana, and you're going through different stages of growth. One of the things that you need to constantly think about...which I don't necessarily believe that a large number of Heads of Sales and Heads of Marketing are very good at this. One of the things you need to constantly be aware of...and coming from VC, you've got interesting perspective on this, and not all the people who have gone from VC to operator and done it with the amount of, not only success, but the amount of speed that you've done it...So a Head of Sales and Marketing needs have the right mindset, with planning and execution, with unit economics in mind. So how do you make sure that you have the right mindset? What is your mindset when you're thinking about balancing, things LTV to CAC ratios, versus booking in revenue growth rate expectations, versus the growing pains of teams and the engagement of those teams. How do you think about incorporating unit economics into your approach? And how do you think about that as a Head of Sales and Marketing? Oliver Jay (OJ):  Okay. So I would say there's a couple of things. First in terms of mindset, if you're leading Sales and Marketing, let's say your company is growing at 100%, right? My mindset, and I tell this to all my Managers, is that my job is to plan and execute as if we were 12 months from now. My Manager's job is to execute and plan as if we were six months from now. Your IC's are the ones who were executing to quarter to quarter. And I think that's something that I always drill into my team, and my Manager because most people manage to the quarter. And by the time you manage to a quarter, you've already forgotten about the next one, and you're basically accumulating debt. And I think part of what's challenging and exciting about managing in high growth, is you've got to balance executing and the job at hand, but at the same time develop the vision of where you need to get to - So if you're a line Manager six months from now - and you've got to do both at the same time. So as my leads, they got the quarterly number, that's great. I just assume they're going to hit it. I mean just tell me if you're not going to hit it, but I'm assuming you're going to hit it. What are the programmatic things you're building in right now as if you're six months from now? Because that is going to take time to build it. And then once you build it, boom, now you're ready. My job is 12 months. So right now, I'm thinking about what my team needs to be doing this time next year. Because, well, my team is getting pretty big now. It's hard to steer a big ship. And so if I'm optimizing for something for the end of the year, not to say that's I don't do that, I do that. But I also push myself to think longer because for me, and from my angle, what's going to happen in the second half of this year has already been shipped. Our performance, our unit economics, our, whatever programmatic infrastructure we build is going to be, it's already too late to change that. So I'm thinking ahead. I think that's important because, you mentioned about unit economics, your unit economics need to change over time. And so you got to work with your management team, your finance team, to understand what unit economics you need to have this time next year. So that you can slowly migrate there. Otherwise you're just hiring heads, heads, heads, heads, heads, and eventually you're like, oh, one day you wake up and finance is like, okay, you're going to get three heads next year, but you have the grow revenue revenue by 50%. So that's the high level mindset that I think is really important, to understand end state first, and work with finance to understand what that looks like. And so I know next year what my unit economics need to be. Now, I can start back filling. And then this is what I do to backfill. So what I do is, I ask my teams to now start thinking about, not unit economics first though, strategy. First strategy, then tactics, then numbers. So for example, my team in Europe. Right now, it's July, and it's the end of our quarter this month. The leads are going to come over to the US and present their strategy for next year, so basically the next 18 month strategy. What do I mean by strategy? Who's our primary customer? Who are we trying to win over and outserve everybody else. Why? And where are we going to focus? Because you can't go after everything. And when I think about Europe as an example, a microcosm of the world, the UK is very different than Germany, which is very different than Spain, and very different than the Nordics. So, if someone calls me and tells me this is my EMEA blanket strategy, I'm like, that's not a strategy. I want you to define what winning looks in the Nordics, and define what winning looks in Spain. Portugal, not as important to me, lump it into that region. Iberia, right? Or something. But, I think it's important that to have a view where you define success. Okay, this is what I'm trying to accomplish in Germany. Align on that first. That's a strategy. Then the tactics. How are we going to do that? Okay. in Germany we're going to go after this segment

Sarah Cannon is a Partner at Index Ventures focused on investing in consumer businesses. She has had an unconventional path to venture, starting her early career by working in Ghana and as a Policy Advisor on the National Economic Council at the White House during the Obama Administration. In this episode, Sarah sat down with Hadley Harris, Founding Partner at Eniac Ventures, to share how she went from Ghana, the White House to CapitalG, what led her to join Index in 2018 and why she got into an argument over open source the first time meeting a partner. Sarah speaks to her time at Capital G, how she supported the India launch and the breadth of her work across Oscar, Multi-Plan with Hellman and Friedman, Care.com and Looker. She also discusses what she is seeing across the future of work industry and the bottom-up approach to productivity tools and its effect on the unbundling of Microsoft. Sarah also digs into the disaggregation of work into the gig economy from her perspective as an economist, the opportunities she sees across vertical marketplaces and her interest in new tools to serve this new class. Sarah shares what it is like to work with Danny Rimer, his thesis on authenticity, her time as a Board Observer at Slack and valuable lessons she’s learned from Stewart Butterfield about building a disruptive product and rethinking customer service. If you liked this episode, please share and tag us on Twitter: @SarahRCannon @indexventures @hadley @EniacVC @seedtoscale Send comments or suggestions to seedtoscale@eniac.vc.

Juan-Pablo Mas, Partner, Action Potential Venture Capital Juan-Pablo is a partner at Action Potential Venture Capital in Palo Alto, CA, and invests in companies that are pioneering bioelectronic medicines and neuromodulation technologies. Juan-Pablo was previously an investor at Lightstone Ventures and Morgenthaler Ventures, where he focused on therapeutic medical devices, mobile health, and biopharmaceutical investments. There he served as a Board Observer at various portfolio companies, including Ardian, Twelve, Holaira, Miramar Labs, Cabochon Aesthetics, SetPoint Medical, and Relievant Medsystems. Prior to investing, Juan-Pablo led efforts in R&D and Strategy in Medtronic's CardioVascular Division, including Pipeline Strategy, White-Space exploration, Business Development, and M&A integration efforts. He was named “Medtronic Inventor of The Year” in 2008, and has 30+ patents, granted or pending. Juan-Pablo also launched Effient (prasugrel) during his tenure on the Global Brand Strategy team at Eli Lilly & Co. Juan-Pablo earned an MBA from Stanford Graduate School of Business. He also conducted research in the Neurology Department at Stanford Hospital, while completing an M.S. in Electrical Engineering at Stanford University. There he worked on biometric signal processing applications such as neural-prosthetics, and EMG-driven feedback systems, and improved ICD algorithms. Juan-Pablo currently serves on the Board of Directors of the Boston-based non-profit, InnerCity Weightlifting.

In our fifth episode of our Funding the Future of Healthcare podcast series, we were joined by two special guests — Benjamin Zaniello, who is the Chief Medical Officer for Collective Medical, and Jeff Stolte, a Board Observer for Collective Medical, and a Partner at Providence Ventures. In this episode, our host, Pat McKay sat down with Ben and Jeff to learn more about their backgrounds, and careers paths in healthcare. We took a chance to elaborate on Collective Medical’s history, the company’s purpose in healthcare, and how it’s moving the needle by reducing cost of care, readmission rates, and non-urgent ED visits.

We’re thrilled to kick off the first episode of Funding the Future of Healthcare with two very special guests — Julie Yoo, one of the Co-Founders of Kyruus, and Aaron Martin, Board Observer of Kyruus, and Chief Digital Officer at Providence St. Joseph Health.

In our fifth episode of our Funding the Future of Healthcare podcast series, we were joined by two special guests — Benjamin Zaniello, who is the Chief Medical Officer for Collective Medical, and Jeff Stolte, a Board Observer for Collective Medical, and a Partner at Providence Ventures.

Jordan Kong, Director of Business Operations and Board Observer at FoodTech startup Ando, talks about what working in Business Operations is like. Some of the areas that Jordan touches upon in this episode include: 1. What's a venture studio (eg: Expa) and how it's great for people who want to work at a startup but dont have an idea 2. What does someone in Biz Ops do 3. Examples of projects someone in Biz Ops may work on 4. How this can be a highly cross-functional role and requires working with teams across the organization 5. How this is a data heavy role 6. How this role can take on either a strategic finance bent or an operations bent 7. How Biz Ops can be similar to an internal consulting role at times 8. Interesting and challenging aspects of the job 9. How this is a relatively new function and so the career path is not very clear 10. How to assess the importance of the function on the outside/while recruiting 11. Qualities in someone who would enjoy this job 12. How to stand out in a cold mail 13. Recruiting and interviewing tips for interested candidates Thank you for listening!! Follow the show on Twitter @LED_Curator Website www.learneducatediscover.com/ Like us on FaceBook at www.facebook.com/learneducatediscover/ Email us at hello@learneducatediscover. We will reply!! Subscribe to the show on iTunes itunes.apple.com/us/podcast/learn…ver/id1049159321

We’re thrilled to kick off the first episode of our latest podcast series called Funding the Future of Healthcare with two very special guests — Julie Yoo, one of the Co-Founders of Kyruus, and Aaron Martin, Board Observer of Kyruus, and Chief Digital Officer at Providence St. Joseph Health.

Matt and Caroline talk API’s, innovation, banking relationships and PSD2 in this week’s episode. Matt joined Oak HC/FT as a Vice President in 2015 and was recently promoted to Principal. Matt focuses on growth equity and early-stage venture opportunities exclusively in financial services technology. He is a Board Observer on Insureon, Trov, and Urjanet. Prior […]

Jordan Kong, Director of Business Operations and Board Observer at FoodTech startup Ando, talks about what working in Business Operations is like. Some of the areas that Jordan touches upon in this episode include: 1. What's a venture studio (eg: Expa) and how it's great for people who want to work at a startup but dont have an idea 2. What does someone in Biz Ops do 3. Examples of projects someone in Biz Ops may work on 4. How this can be a highly cross-functional role and requires working with teams across the organization 5. How this is a data heavy role 6. How this role can take on either a strategic finance bent or an operations bent 7. How Biz Ops can be similar to an internal consulting role at times 8. Interesting and challenging aspects of the job 9. How this is a relatively new function and so the career path is not very clear 10. How to assess the importance of the function on the outside/while recruiting 11. Qualities in someone who would enjoy this job 12. How to stand out in a cold mail 13. Recruiting and interviewing tips for interested candidates Thank you for listening!! Follow the show on Twitter @LED_Curator Website www.learneducatediscover.com/ Like us on FaceBook at www.facebook.com/learneducatediscover/ Email us at hello@learneducatediscover. We will reply!! Subscribe to the show on iTunes itunes.apple.com/us/podcast/learn…ver/id1049159321

Roseanne Wincek is an investor with IVP, one of the leaders in growth financing with a portfolio including the likes of Snap, AppDynamics, SuperCell and Slack. At IVP, Roseanne focuses on investing in later-stage, high-growth consumer and enterprise companies, currently serving as a Board Observer for MasterClass and actively working with IVP’s investments in Compass, Glossier, and Qubole. Prior to IVP, Roseanne was a Principal with Canaan Partners where she completed transactions for Beckon, Metacloud, and Stayful, just to name a few. Prior to VC, Roseanne was a co-founder @ imthemusic working to built music apps on the early Facebook platform.   In Today’s Episode You Will Learn: 1.) How Roseanne made her way from science labs to startups and one of the valleys leading growth stage funds? 2.) Question from Maha Ibrahim @ Canaan Partners: How has the transition been from early to late stage? How do the industries differ in terms of startup visibility? Assessing the "what could be"? Allocation to reserve funding? Expected hold period? 3.)Why does Roseanne believe we are seeing a blurring of the lines between early and late stage? What is the effect for late stage of earlier stage funds having opportunity funds? What is the effect for early stage funds to see growth funds investing earlier?? 4.) Why does Roseanne believe go to market strategy is now more important than ever? How serious does Roseanne believe the incumbency with regards to distribution channels is? Does this mean startups have to develop proprietary organic distribution channels? 5.) How does Roseanne view competition within the financing market? Question from Jenny Lefcourt @ Freestyle: How has Roseanne consistently gotten into some of the hottest most competitive deals? Items Mentioned In Today’s Show: Roseanne’s Fave Book: Einstein's Refrigerator: Tales of Hot & Cold Roseanne’s Most Recent Investment: Masterclass As always you can follow Harry, The Twenty Minute VC and Roseanne on Twitter here! Likewise, you can follow Harry on Snapchat here for mojito madness and all things 20VC. eShares is the No 1 Cap Table Management platform, allowing for equity management, 409A valuations, and liquidity, all in one place. eShares is made for companies of all sizes with over 5,000 trusted customers including the likes of Squarespace, Kickstarter, and DoorDash just to name a few. To try out the must have service of the industry, simply head over to esharesinc.com it is a must. Fond is the employee engagement suite with 3 core products, rewards: a recognition platform for rewarding achievements and milestones, perks: a premium corporate discounts program to show employees you care about them and then finally engagement IQ, a free employee engagement survey that allows you to measure the health of your organization. To check it out head over to fond.co