Podcasts about New Enterprise Associates

Two tech talent experts—New Enterprise Associates' Darcy Casarella and CBRE's Colin Yasukochi—discuss where to find highly skilled tech workers, the role of venture capital in shaping tech hubs and AI's influence on office space demand.Share these insights from this week's episode: 1. Strategic Location Strategy: Emerging tech markets in the Midwest and Southeast can offer significant cost advantages with their growing tech talent pools.2. AI and Talent Focus: Prioritizing AI capabilities to drive innovation and growth will mean finding and upskilling talent quickly across both tech and non-tech companies.3. Concentrated Venture Funding: Venture firms are creating a network effect by investing in new businesses in traditional tech hubs like San Francisco and Manhattan. Understanding the flow of venture capital can help predict the cities in which real estate demand will grow.

OpenAI, the creator of ChatGPT, could be in talks to raise a massive tranche of cash. The Wall Street Journal reports that OpenAI may be close to closing a fundraising round led by Thrive Capital, a previous investor, that'd value the AI company at over $100 billion; One-click checkout tech company Bolt is still waiting to find out if shareholders will sign off on a proposed funding round with stipulations that founder Ryan Breslow would return as CEO; Apple released the new developer betas for iOS 18.1, iPadOS 18.1, and macOS 15.1 Sequoia. With this update, the company is launching new Apple Intelligence features including the ability to remove objects from photos; New Enterprise Associates is getting back into the secondaries game.  The Silicon Valley-based VC raised more than $468 million for NEA Secondary Opportunity Fund, according to an SEC filing. The fundraise closed on July 3, according to a source familiar with the matter, but hasn't received much attention Learn more about your ad choices. Visit podcastchoices.com/adchoices

A Vancouver-based legal tech startup Clio raised $900 million in a Series F round, valuing the company at $3 billion. New Enterprise Associates led the funding, with involvement from new investors like Goldman Sachs Asset Management and Sixth Street Growth, among others, and existing investors such as TCV and JMI Equity. Clio's software helps law firms automate processes like client intake, accounting, and document management, and includes generative AI features for routine tasks and analytics. The company, founded in 2008, has surpassed $200 million in annual recurring revenue and employs over 1,100 people, and has raised a total of $1.3 billion.Learn more on this news visit us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

Welcome back to the Alt Goes Mainstream podcast.His career started when someone said to him, “well, have you thought about venture capital? We don't think that you'd be any good at it.”The rest is history.Today's episode features one of the legends of the venture capital industry.Peter Barris joined New Enterprise Associates in 1992 after a storied operating career as President and COO at Legent Corporation and an executive at GE Information Services. He served as Managing General Partner and Chairman of NEA from 1999 to March 2024. Under Peter's leadership, NEA saw tremendous success, growing into one of the world's largest venture capital firms and raising the largest-ever venture capital fund a number of times. Today, NEA's AUM stands over $25B.Peter was responsible for investing in a number of foundational and industry-transforming technology companies, including Salesforce.com, UUNET, Groupon, WebMD, Workday, CareerBuilder, Tempus, and more.It was an honor to talk with Peter, who has such rich perspectives as both an operator and investor.We had a fascinating discussion about the early days of venture capital and how the industry has evolved. We covered:The inside story of how almost every other Partner said no but Peter's investment turned out to be a 75x return.What's the “best characteristic and the death characteristic” of an entrepreneur?In today's hypercompetitive market, do VCs have enough time to make good decisions?Why the world of venture capital is about influence.What does it mean to earn an entrepreneur's trust as a VC?Why VCs with operating backgrounds can bring unique value to startups.How NEA came up with the term "Venture Growth Equity."How can a VC tell that a founder is good at experimentation and that they have the good judgment?Why specialization and domain expertise are prerequisites in today's venture industry.The importance of relying on instinct to make great investments.Why the business plan that is bet on is not always the business plan that ultimately succeeds.Thanks Peter for coming on the show. It was an honor and a pleasure to hear your views on the evolution of an industry and for you to share your wisdom and experiences.Show Notes00:00 Introduction and Sponsor Message from Ultimus01:55 Guest Introduction: Peter Barris01:59 Peter Barris' Career Beginnings as an Operator03:43 How Peter decided to join NEA04:31 Early Days at NEA12:30 First Investment Experience – The world of venture capital is about influence15:07 How to Influence a Company when You Don't Control the Company21:48 Scaling Businesses: When Scale Can be a Moat - The Groupon Example26:41 The Art of Experimentation29:16 The Most Important Characteristic of Successful Entrepreneurs and the Death Characteristic30:40 The Groupon Investment: A Case Study33:08 The Evolution of Venture Capital Decision Making33:58 Specialization and Competition in Modern Venture Capital38:10 How NEA Came Up with the Term: Venture Growth Equity46:04 The Impact of Scale in Venture Capital50:49 The Future of Venture Capital and Industry Evolution59:16 Lessons Learned in Venture Capital01:02:08 Conclusion and Final ThoughtsA 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.

In this week's episode of The Data Minute, Peter Walker (Head of Insights at Carta) sits down with Darcy Casarella (Director of Talent, NEA) for a wide-ranging discussion all about how founders should think about compensation and how to structure teams.Hiring at startups is down and compensation trends are shifting, so it's a perfect time to talk to an expert that advises many startup founders at New Enterprise Associates.Subscribe to Carta's weekly Data Minute newsletter: https://carta.com/subscribe/data-newsletter-sign-up/Explore interactive startup and VC data, with Carta's Data Desk: https://carta.com/data-desk/Chapters:00:00 Intro1:50 The role of a talent team at a VC fund9:14 When do most people bring in an in-house recruiter? 11:35 Chart: Q1 hiring16:25 Is there a difference in the kinds of people that are being hired more frequently? Fractional execs19:50 Compensation for fractional execs23:47 Is fractional better suited for certain functions over others?25:48 Do startups promote well?29:37 Why is it so much easier for equity comp to change than salary comp?34:22 Salary vs. equity comp at the exec levelThis presentation contains general information only and eShares, Inc. dba Carta, Inc. (“Carta”) is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services, and is for informational purposes only.  This presentation is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business or interests. © 2024 eShares, Inc., dba Carta, Inc. All rights reserved.

In this episode, Young interviews Joey Bouchard, CEO and founder of QuoteWell, who recently welcomed his first child, Rex. Together, they explore the transformative experience of welcoming a newborn. Joey shares his unique approach to parenting, discussing his aspirations for his son and emphasizing the value of instilling core principles from an early age. The conversation also delves into the significance of work, the challenges of balancing a loving relationship with effective child-rearing, and the secrets to successful pawn shop shopping.Listen & Discover:Insights on the lucrative industry of insuranceJoey's approach to being a parent and his aspirations for his sonThe value of work and the importance of teaching children about work and businessThe secret to shopping at a pawn shopJoey's favorite book Never Split the DifferenceThroughout the conversation, Joey shares valuable perspectives on parenting and instilling core values in children. Please enjoy & subscribe!ABOUT OUR GUEST:Joey Bouchard is the CEO and founder of QuoteWell, a technology-driven marketplace for business insurance. QuoteWell's mission is to help business owners and their agents find specialty insurance solutions faster, in a more data-driven way, and at a fair price. QuoteWell has raised over $20M in funding, and is backed by New Enterprise Associates. Prior to QuoteWell, Joey worked at Palantir for over five years, leading teams across all three major divisions of the company: Business Development, Product Development, and Operations. His work at Palantir spanned financial services, insurance, consumer packaged goods, and the Department of Defense. After Palantir, Joey worked at the second-largest retail agency, Aon, as an insurance strategy consultant for over a year. Joey lives at home in Austin with his wife- Jenna, son- Rex, and chocolate labrador- Bourbon. FOLLOW US!Website: https://thegirldadshow.com/Instagram:  https://www.instagram.com/TheGirlDadShow/Facebook:  https://www.facebook.com/TheGirlDadShowTikTok:  https://www.tiktok.com/@thegirldadshowLinkedIn:  https://www.linkedin.com/company/the-girl-dad-showABOUT OWNERS CLUB:Young launched an exclusive community called ‘Owners Club' in 2023. This is a community where ambitious and growth-minded business owners come together to effectively scale their passions into profits. Members take part in interactive workshops led by industry experts, network with other business owners and gain access to resources tailored to their specific career fields. For being a valuable TGDS listener you are eligible for an exclusive discount on Owners Club membership! Find out more about Owners Club: https://www.owners.club/|Apply Now to Owners Club: https://ownersclub.samcart.com/products/owners-club-membership/*Use code TGDS75 for 75% off the first year of your annual membership! *If you click on our links, we may receive a tiny commission AND… most of the time, you will receive an offer. Win/Win! The products that The Girl Dad Show recommends are the ones we believe in.

On Episode 30 of The Retail Pilot, Ken Pilot interviews Stephen Kuhl, Co-Founder and CEO of Burrow, a furniture design brand that's making it radically easier for people to feel at home through innovative, award winning, furniture and unparalleled customer experience. Launched in 2017, Burrow is one of the fastest growing furniture brands in the world and has raised venture capital from leading venture firms including New Enterprise Associates, Y Combinator, Parkway VC, and Red & Blue Ventures. Mr. Kuhl is an investor and advisor to several startups including Commerce Bear, Suite Plants, and Desk View. Prior to Burrow, Mr. Kuhl was a growth investor at Commonfund Capital and worked in Accenture's Global Strategy group, specializing in operating model design. Mr. Kuhl earned a B.S. with honors from Cornell University and an M.B.A. from The Wharton School at the University of Pennsylvania.1.    Inception of Burrow: Stephen Kuhl, the CEO and co-founder of Burrow, shared how the idea for the company originated during an entrepreneurship class at Wharton. The inspiration came from the success of mattress-in-a-box companies like Casper, and the vision was to apply a similar concept to furniture.2.    Revolutionizing Furniture Retail: Burrow's innovative approach involves modular, easy-to-ship furniture that can be assembled without the need for tools. This concept was developed strategically to optimize the supply chain for e-commerce, allowing for quick delivery and a wide range of customizable options.3.    Strategic Branding with Red Antler: Kuhl highlighted the importance of branding in communicating Burrow's value proposition. The company collaborated with Red Antler for naming, visual identity, and storytelling, which played a crucial role in establishing Burrow as a distinctive D2C furniture brand.4.    Business Growth and Model: Burrow has seen significant growth, with over 100 million in top-line sales. The company's primary focus is direct-to-consumer sales, with about 90% of their business conducted online. They also operate showrooms where customers can experience the products in person.5.    Competing with Established Brands: Burrow competes directly with well-known brands like West Elm and Crate and Barrel. The key differentiators for Burrow are the quality, durability, convenience, and speed of delivery they offer compared to their competitors in a similar price range.6.    Transition to Sole CEO: Stephen Kuhl discusses the transition from being co-CEO with Kabir to becoming the sole CEO of their company, Burrow. He explains that early on, they were co-CEOs, but Y Combinator advised against it, leading them to drop the title and become co-founders. Ultimately, they decided on their roles, with Stephen as the CEO and Kabir as the CTO.7.    Importance of Co-Founders: Kuhl emphasizes the significance of the co-founder role, stating that no matter the titles, they both remained co-founders, and the success of the company depended on both.8.    Tech Stack and SaaS Tools: Kuhl shares some details about their tech stack, mentioning that they use BigCommerce for their e-commerce site and NetSuite for ERP. He highlights the importance of leveraging technology throughout their business, including marketing technology, and the potential role of AI in future marketing.9.    Marketing Strategies: The discussion touches on the challenges of marketing, particularly in the post-iOS changes era. Kuhl talks about diversifying their marketing channels, adapting to platforms like Instagram, TikTok, and Reels, and exploring content that resonates with their target audience.10.    Path to Profitability: Kuhl talks about Burrow's path to profitability, mentioning that they achieved profitability in the second half of 2020 but faced supply chain challenges, particularly soaring container costs. He mentions that they are now poised for profitability, with the expectation of a full year of profitability in the next year.

This episode is part of the Summer of AI Series, brought to you by SchoolAI, Scrible, and FocalPointK12.Scrible is about the writing process.- Impact of AI on writing.- What does “embrace it” actually mean?- It's important to define it appropriately.- We talk about teaching and learning together, but they diverge a little bit here.- How does embracing it mean that students are using cognitive skills.- Litmus test for the use of automation in education: Does it help develop or bypass the development of a skill?- It's ok to have automation as skills are increasing.- Granularity is key.- Map activities in the writing process to skills along the way.- The “I use it myself” reason may not be good enough for our rising generation.- Conflation of cognitive development mode with productivity mode.- Education isn't about being productive.- When compliance is gone, they realize it's all fake.- Good writers and not good writers.- Don't let what it does for you strongly shape what we should be doing for the next generation.- Lived experience bias - because I lived this, i have this experience.- What's best for students?- First principles perspective- If we don't give them the opportunity to gain skills early on, we run into a situation where people won't know what good looks like.- What if you stop teaching math and just give kids calculators.- Connect on LinkedInAbout Victor KarkarMeet Victor Karkar, the brains behind Scrible, a game-changing startup that's shaking up the way we do web-based research and collaboration. Victor's been around the block in both the Internet and biotech sectors, mainly focusing on product management and business development. He was an instrumental part of the early team at insuranceOrder.com, a startup that got snapped up by the Fortune 500 giant, Marsh & McLennan. Oh, and he even dipped his toes into the venture capital world with a gig at New Enterprise Associates. So yeah, he's seen the startup life from all angles.But what really makes Victor tick? He's a modern-day Renaissance person. In the startup world, you've got to be a jack-of-all-trades, and Victor's worn every hat you can think of—designer, product developer, tester, marketer, you name it. He's a tech nerd at heart, with a deep respect for the engineers and scientists who are pushing us into the future. He's got a keen eye for clean, thoughtful design and is borderline obsessive about the details. Victor's a debate geek turned entrepreneur who loves nothing more than a well-crafted argument or a slick presentation. He's a dreamer who believes that a few good people can really change the world. But he's no pie-in-the-sky idealist; he knows that to make lasting change, you need a rock-solid operation to back up those big ideas." Support our SponsorsSchoolAI: The Classroom Operating System: Help your teachers save 10 hours a week. Sign up for a free account and see new AI-generated experiences that will change the way you teach.Scrible: Worried about AI Plagiarism? Take the high road and improve your students' skills before they feel the need to cheat with this modern research and writing platform for schoolFocalPointK12: Manage student portfolios that they can take with them with blockchain technology and AI assisted grading. Listen to our interview with the founder and chief learning officer here.

Benjamin Narasin is the Founder and General Partner of Tenacity Venture Capital, a Palo Alto-based firm dedicated to backing innovative Pre-Series A founders. Ben spent 8 years as a seed investor and 7 as a traditional VC, the last 5 of which were at New Enterprise Associates, before launching Tenacity with NEA's support. Tenacity focuses on the earliest stages of venture: Seed and Pre-Seed.    Ben's curiosity has him engaged with a wide variety of fields, activities, and interests, including fintech, mobile, and emerging markets, as well as freelance writing about wine, food, travel and entrepreneurship for print and online publications.   Ben first realized his passion for entrepreneurship as a child, when an experience in a comic book store led to him launching his first business. Find out how this experience resulted in a lifetime of entrepreneurship today on the One Away Show.   Read the show notes on Arcbound's Podcast Page: https://arcbound.com/podcasts/    Find Arcbound here: Homepage: Arcbound.com Services/Work with Us: https://arcbound.com/work-with-us/ About: https://arcbound.com/about/ Founders Corner: https://arcbound.com/category/founders-corner/ Connect: https://arcbound.com/connect/  

How has the bullishness of 2016-2022 impacted public markets and private companies? In this special episode of Medtech Talk, we share Geoff Pardo's Medtech MVP 2023 panel, featuring Tak G Cheung, Partner at New Enterprise Associates; J.P. Peltier, Managing Director of Global Head, Healthcare Investment Banking at Piper Sandler; Michael Ryan, VP of Venture Capital & Business Development at Boston Scientific Corp; Gwen Watanabe, Managing Director at H.I.G. Capital; and Rob Winklemann, Managing Partner & CEO at Credo 180. The panelists discuss the implications for private companies, particularly those that were financed during the boom times, as well as strategies for keeping private companies financed, and the outlook for liquidity via M&A or IPO.  

Jonathan Chen took his previous company FiscalNote public for $1.3 billion and now has raised $61 million for Nitra which is overhauling the healthcare industry with radically efficient and transparent solutions - starting with spend management. So far the company has raised financing from top tier investors such as New Enterprise Associates, Andreessen Horowitz, or Gaingels to name a few.

Shensi Ding has already raised $75M for her tech startup. Even though they chose to get started in the middle of the COVID crisis. Her startup, Merge, attracted funding from top-tier investors like Alameda Research, Evening Fund, Addition, and New Enterprise Associates.

Former FDA Commissioner Scott Gottlieb, MD returns to look at the systemic problems within the CDC and how we might fix them. He describes how the agency's bureaucratic glut, mission creep, and lack of transparency contributed to the disastrous COVID-19 response and America's loss of trust in its public health institutions. Later in the episode we turn focus to the FDA and reforming its approval process for innovative drugs and technologies, and end with a conversation about drug pricing reforms. Scott Gottlieb, MD, is the author of "Uncontrolled Spread: Why COVID-19 Crushed Us and How We Can Defeat the Next Pandemic." He is a resident fellow at the American Enterprise Institute. From 2017 to 2019 he served as the 23rd commissioner of the Food and Drug Administration. Dr. Gottlieb is also a special partner with the venture capital firm New Enterprise Associates and serves on the boards of Pfizer, Illumina, Aetion, and Tempus. Follow him on Twitter at @ScottGottliebMD.

Holiday cheers with a visionary on Drinks With A VC featuring Ben Narasin of Tenacity Venture Capital. Tracing back to his roots as an e-commerce pioneer with Fashionmall.com, Ben shares tales of early-stage triumphs, from DropCam to Kabbage. Vik and Bree tap into his love for comic books, his recent puppy adoption, and why Dungeons & Dragons aligns with venture strategy. Tune in for an episode filled with insights and Ben's philosophy: "Life is not about having what you want, it's about wanting what you have."Links:www.tenacity.vcwww.twitter.com/BNarasinFoster puppies here.www.nikubutchershop.com/ (Restaurant!)

In der Mittagsfolge sprechen wir heute mit Mathias Ockenfels, General Partner bei Speedinvest, über das frische Kapital in Höhe von 500 Millionen Euro, das u.a. über den neuen Flaggschiff-Fonds Speedinvest IV in Tech-Startups in der Frühphase investiert werden wird.Speedinvest ist ein Risikokapitalfonds mit einem Anlagevolumen von mehr als 1 Milliarde Euro, der in Pre-Seed-, Seed- und Early-Stage-Tech-Startups in ganz Europa investiert. Speedinvest wurde im Jahr 2011 von Daniel Keiper-Knorr, Erik Bovee, Michael Schuster, Oliver Holle und Werner Zahnt in Wien als Mikrofonds gegründet. Mittlerweile hat der VC ein Team aus über 40 Investorinnen und Investoren in Berlin, London, München, Paris und Wien. Das Portfolio umfasst derzeit 6 Unicorns, wie Bitpanda, GoStudent und Wefox. Zukünftig will der Wagniskapitalgeber einen noch größeren Fokus auf die branchenspezifische Strategie und auf die operative Support-Plattform richten, um bestehende Portfoliounternehmen neben dem Kapital noch weitergehend zu unterstützen. Die Fonds konnten für die institutionellen Investoren bisher mehr als das Fünffache der Bruttorendite erbringen.„Zu den wichtigsten Geldgebern gehören New Enterprise Associates (NEA), der Europäische Investitionsfonds (EIF), Bpifrance*, Raiffeisen Gruppe, die ERSTE Bank und KfW“Nun hat Speedinvest 500 Millionen Euro eingesammelt. Zu den wichtigsten Geldgebern gehören New Enterprise Associates, der Europäische Investitionsfonds, Bpifrance, Elevator Ventures der Raiffeisen Bank International und die ERSTE Bank. Außerdem investierten weltweit anerkannte staatliche Fonds, Banken, Versicherungsgesellschaften, Pensionsfonds und mehrere Family Offices. Auch einige von Speedinvests erfolgreichsten Foundern stellten Mittel bereit, u.a. die von Billie, Planetly und Yokoy. Von dem Kapital sollen 300 Millionen Euro über den vierten Flaggschiff-Fonds namens Speedinvest IV in innovative Tech-Startups in der Frühphase investiert werden. Das restliche Kapital wird für Folgeinvestitionen reserviert.

Yida Gao (Forbes 30 Under 30) is the Managing General Partner of early-stage crypto and blockchain technology investment firm Shima Capital. It is backed by Dragonfly Capital, Digital Currency Group, Tiger Global, Bill Ackman, and other strategics (e.g. Huobi, ByBit, OKex, Animoca, Republic). Yida formerly co-ran Struck Capital, an early-stage industry agnostic venture fund, and also DDC (Divergence Digital Currency), a multi-strategy crypto fund. Prior, Yida served as a technology investor at New Enterprise Associates, a $25Bn+ venture capital fund, and as an M&A investment banker at Morgan Stanley. He graduated from MIT with degrees in mathematics and computer science and dropped out of Stanford's Graduate School of Business to pursue crypto investing full time in 2017. He teaches the 15.492: Crypto Finance course at MIT. The moderator is Rohit Malrani, Co-Founder of OfficeHours and formerly SourceScrub and Battery Ventures. This episode covers topics such as: Day in the Life How did you transition from investment banking to being a technology investor and then a General Partner? What stemmed the interest in crypto and blockchain technology? Why did you choose crypto and blockchain technology? How was it working in many different roles? What inspired you to pursue this career path? Would you advise others to take that route? Market Analysis — what are you seeing in the market? Advice for anyone looking to break into investment banking, investing, venture capital or crypto Learn more about OfficeHours here: https://getofficehours.com.

Meet Carol Gallagher, Pharm.D.: Carol Gallagher, Pharm.D. is a Venture Partner at New Enterprise Associates. Previously, she was the  CEO of Calistoga Pharmaceuticals, and President and CEO of Metastatix. Dr. Gallagher currently  serves on the Board of Directors at Atara Biotherapeutics, Chromacode, PIONYR Biotherapeutics,  QPEX BioPharma, Recludix, Slope.io, TREX, and Turning Point Therapeutics, and is a Trustee for the  Salk Institute. She received a Doctor of Pharmacy from the University of Kentucky.Key Insights: Carol Gallagher, Pharm.D. explores the progression of her career through the pharmaceutical  industry and as a founder, CEO, and investor. • Complement Founders. Dr. Gallagher's co-founder had a scientific background with immune system cancers, whereas she had experience with clinical trials and patient application related to B cell and other immunological disease. Founding a company is a team sport and building a complementary team is fundamental to success.• Self-Assessment. For all leaders, it's important to have an honest self-assessment. Carol cites that the best CEOs are introspective. They understand their limitations and are also able to recruit the right team to fill those gaps.• Investment Philosophy. Innovators love to think about big changes, but sometimes incremental is good. When investing, Dr. Gallagher considers if the innovation can occur within the 3–5-year investment timeframe.This episode is hosted by Rick Lemoine, M.D. He is a member of the Advisory Council for Day Zero and is the Chief Medical Information Officer for Sharp HealthCare. Relevant Links:o Learn more about Carol Gallagher, Pharm.D.o Read “Salk Institute welcomes biopharmaceutical executive Carol Gallagher as new  trustee” 

This week's guest is Jeff Immelt, former CEO of General Electric and current venture partner at New Enterprise Associates. Jeff will be speaking at the University of Montana on September 27th as part of the Baucus Center's Stockman Bank Speaker Series. He was kind enough to join Justin for a conversation in advance of his visit. Justin and Jeff speak about shocks and crises and a course at Stanford Jeff teaches called Systems Leadership. As a teacher, Jeff reflects on the importance of mental health in student populations and how he's noticed students today are more place restrictive when they look at their careers. Justin asks Jeff his thoughts on the popular perception that people just don't want to work anymore, and what he advises young people when they say they want to make a difference. Tune into Jeff's talk with Max Baucus at the University of Montana on Sept. 27 at 7 p.m. Tickets are available at umt.edu/law. Transcript here: https://docs.google.com/document/d/1PMmJSXW5nvGxUke66zLLC_EDe7sMGzUoYiwQyjWLD-4/edit

Executive Summary The Global Savings Group (GSG) is not a fintech. They are a hidden champion as Europe's leading shopping rewards company, founded in 2012. They are offering an alternative to the GAFA channels and are active in 20+ countries under different brands. Amongst their clients are small merchants and well-known global companies. “We try to offer an alternative to the GAFA [Google, Apple, Facebook, and Amazon] channels, but we don't do classical advertising”Gerhard Trautmann, CEO and Co-Founder GSG  Subscribe Here We are always sharing new resources with you. Find all of our options below. We want to make sure that we provide what's best for your growing team, so please take a look at these additional ways in which can help! Startuprad.io - Global Top 125 Tech Podcast | LinktreeGlobal Top 125 Tech Podcastlinktr.ee Our Sponsor Startupraven A startup's journey can be a tough one, but it doesn't have ́to feel like you're alone on your quest! Invest in others' success with us by joining our community of entrepreneurs who are building amazing things every day — no matter how big or small their ideas may seem at first glance. The best way to find investors and cooperation partners for early-stage startups. Sign up here: Startup RavenWelcome! We know the time-consuming process of approaching investors and companies can be tedious, so we do it for you…startupraven.com  The Founder This time Gerhard Trautmann is our guest, the CEO and co-founder of Munich-based Global Savings Group. If you have not heard of them, they are active in 20+ countries under different brand names. He met his co-founders while still working in management consulting, and they decided to make their Powerpoint slides reality. “Oliver Samwer said he did not like our ideas, but we could be a cool team.”Gerhard Trautmann, CEO and Co-Founder GSG The Company Global Savings Group (https://www.global-savings-group.com/) is not a fintech company, they are working in the affiliate marketing space. They call themself a lead generation company, including couponing pages. They are active in 20+ countries with multiple websites across Europe. They won the German Deliotte Fast 50 Award.They own several commerce content portals. Some of their largest markets are the UK and France, even though they are headquartered in Munich. The company was started in cooperation with Rocket Internet. Amongst their clients are small merchants and adidas, Just Eat, IKEA, dyson, Lenovo, SAMSUNG, ebay, Nike, H&M, Booking.com, O2, Sephora and Ray Ban. They are also working with large media companies including Focus, CNN, El Pais, IG.com (Brazil), Le Express (France), Business Insider and One India on deals, discounts and coupons. “We funded our acquistions as a combination from our profits, loans and exchange of shares”Gerhard Trautmann, CEO and Co-Founder GSG  Venture Capital Funding The company raised in total M 79 US$ in funding since interception in 2012 up to Series D. They did not disclose the amount of their last funding in 2021. Amongst their investors are General Global Capital, TRP Global, HV Capital, Groupe M6, Rocket Internet, DTCP, New Enterprise Associates and Headline. Open to Talk to Takeover Targets GSG wants to grow organically, but is open to talk to companies that feel like they could add to their journey.  Learn More Find our blog with links and show notes here 

Our guest today is Chuck Newhall, who is one of the founders of New Enterprise Associates or also known as NEA. NEA is one the largest and most renowned venture capital firms in the world. The companies he financed have over $400 billion in revenues today. He's also a Vietnam War veteran and earned many combat decorations including the purple heart and is an American hero.  Chuck released his latest book “Dare Disturb the Universe, a memoir on venture capital” which is an amazing story about the history of investing in innovation and that gets to the core about what it is and it's role in the economy. Some of the questions we discuss: 1. What is the purpose of venture capital and what are its origins?2. When does it make sense to bring in a seasoned CEO vs. a CEO entrepreneur?Recruiting Sidgemore forLoss money for a period of time3. What attracted you to venture capital? 4. Why did you want to be a financier rather than an entrepreneur? 5. What makes a great venture capitalist? What qualities do you need? 6. How did the partnership come together? How did NEA raise your first fund, what was the size of your first fund? 7. What are your rules of fundraising? 8. What is your approach to portfolio management? 9. You had the line that NEA and Kleiner Perkins could not be more different firms. What did you mean by that?10. How do you think about focus when you are multi-stage? What makes a great VC firm and what tends to be their downfall? How do you think about innovation vs. sustainability? Most of the tech companies for example that go public aren't profitable. Uber and Lyft for example that have been How do you think about founder uniqueness? You mention in the book how venture capital is different to other forms of financing. What regulations or legal systems would you change? What has been the biggest changes / shifts in venture capital since you started?

For more information and tools on how you can boost your financial IQ, visit us at www.byfiq.comVenture capital is one of the most important and least understood sectors in finance.  As a form of private equity financing, venture capital provides funds to startups, early-stage, and emerging companies that have demonstrated high growth or have the potential to scale very quickly.  In this episode Steve Coughran talks with the Co-Founder of New Enterprise Associates (NEA), a global venture capital firm, Chuck Newhall, about his 35-years of experience working in the industry and helping organizations grow and maximize value.  Chuck also shares insights from his newest book “Dare Disturb the Universe: A Memoir of Venture Capital” and how venture capital is different from leveraged buyouts and hedge funds, and the important role venture capitalists play in the future of global business.Helpful links:Join the Strategic Financial Mastery programJoin Our Free CommunityTrain your team with an on-site workshopDisclaimer:BYFIQ, LLC is a wholly owned entity of Coltivar Group, LLC. The views expressed here are those of the individual Coltivar Group, LLC (“Coltivar”) personnel quoted and are not the views of Coltivar or its affiliates. Certain information contained in here has been obtained from third-party sources. While taken from sources believed to be reliable, Coltivar has not independently verified such information and makes no representations about the enduring accuracy of the information or its appropriateness for a given situation.This content is provided for informational purposes only, and should not be relied upon as legal, business, investment, or tax advice. You should consult your own advisers as to those matters. References to any securities or digital assets are for illustrative purposes only, and do not constitute an investment recommendation or offer to provide investment advisory services. The Company is not registered or licensed by any governing body in any jurisdiction to give investing advice or provide investment recommendations. The Company is not affiliated with, nor does it receive compensation from, any specific security. Please see https://www.byfiq.com/terms-and-privacy-policy for additional important information.Support the show

Today our guest is Yida Gao, founder of Shima Capital.  Shima Capital is an early stage VC firm investing in disruptive crypto and Web3 companies.  The fund has a strong roster of backers including Dragonfly Capital, Digital Currency Group, Tiger Global, Brevan Howard, Bill Ackman and other strategic investors. Prior to Shima, Yida was a technology investor at New Enterprise Associates and an M&A banker at Morgan Stanley. Yida also teaches Crypto Finance every spring semester at MIT.  He graduated from MIT with a degree in Math and CS, attended Stanford GSB before dropping out, and was recognized in Forbes 30 Under 30.  -----   This episode is brought to you by Global Coin Research ("GCR"). GCR is a community-first research and investment DAO. GCR's mission is to create a community-driven investment DAO where the best web3 deals are sourced by community members for community members.  This discussion was recorded in our Discord.  You can find more information about us and how to join at GlobalCoinResearch.com   -----   Remember to rate, review and subscribe to the Podcast!

DeltaStream, which is developing a streaming database platform geared toward enterprise customers, today announced that it raised $10 million in a seed round led by New Enterprise Associates.

DeltaStream, which is developing a streaming database platform geared toward enterprise customers, today announced that it raised $10 million in a seed round led by New Enterprise Associates.

Consistency, Impact, and Versatility.In this episode of The Outspoken Podcast, host Shana Cosgrove talks to Benjamin Harvey, Founder & CEO of AI Squared, Research Professor, and Data Science Leader. He takes us on his multifaceted journey, spanning from Harvard to The NSA to Johns Hopkins University to his most recent endeavor, AI Squared. Benjamin gets technical, discussing everything from Hadoop to Apache Spark to ACID transactions. We hear how Benjamin's new journey as founder of AI Squared is rooted in his discipline and the simplicity of consistent hard work over time. Finally, Benjamin's NCAA basketball dominance is revealed, as he impresses us with his performance against Kevin Love and Russell Westbrook. QUOTES “Having that mindset of being focused on helping others, and not having to go back to that environment is really what kept me focused and gave me that grit, those habits to be able to be successful” - Benjamin Harvey [20:12] “General Nakasone is really focused on figuring out how to even enable folks that are in mission spaces to be able to do tours in industry and then come back. Because the point of the matter is that a guy like myself - I was interested in doing a tour in industry, but I didn't come back because programs like that don't exist.” - Benjamin Harvey [30:21] “How can I leave my mark for the next generation of Ben Harveys that come from similar backgrounds, face similar challenges - how can I take the experiences and the knowledge of navigating through some of these challenges and make it easier for that next generation to be successful?” - Benjamin Harvey [47:40]   TIMESTAMPS  [00:04] Intro [01:39] How Benjamin Knows Stephanie Beben [03:38] Benjamin's Day Job [05:33] Discussing JHU COVID-19 Risk Tools [09:19] Benjamin's Family [11:17] Was Benjamin This Driven as a Kid? [14:01] High School Experience [16:35] Benjamin's Scholarship [19:05] Benjamin's Discipline [21:24] From Harvard to Bowie [25:07] Highlights of Benjamin's Time at NSA [28:24] Why Benjamin Left the NSA [32:56] Advantages of Spark Over Hadoop [35:55] ACID Transactions [38:56] Moving on From Databricks [41:25] Creating AI Squared [44:47] Benjamin's Experience as Founder [46:16] Advice Benjamin Would Give His Younger Self [47:32] What Does Success Look Like? [48:05] Benjamin's Favorite Books [49:13] A Surprising Fact About Benjamin [50:05] Outro     RESOURCES https://www.linkedin.com/in/stephanie-beben/ (Stephanie Beben) https://www.nsa.gov/ (National Security Agency (NSA)) https://www.boozallen.com/ (Booz Allen Hamilton) https://www.nsa.gov/Signals-Intelligence/Overview/#:~:text=SIGINT%20is%20intelligence%20derived%20from,capabilities%2C%20actions%2C%20and%20intentions. (SIGINT) https://www.linkedin.com/in/jaysha-camacho/ (Jaysha Camacho Irizarry) https://www.nea.com/ (New Enterprise Associates) https://www.jhu.edu/ (Johns Hopkins University (JHU)) https://www.cdc.gov/ (Centers for Disease Control and Prevention (CDC)) https://covid19risktools.com:8443/ (COVID-19 Risk Tools) https://www.army.mil/ (United States Army) https://www.american.edu/ (American University) https://www.att.com/ (AT&T) https://www.mvsu.edu/ (Mississippi Valley State University) https://www.fldoe.org/accountability/assessments/k-12-student-assessment/archive/fcat/ (FCAT) https://www.gwu.edu/ (George Washington University (GWU)) https://www.harvard.edu/ (Harvard University) https://connects.catalyst.harvard.edu/Profiles/display/Person/42421 (Vincent James Carey, Ph.D.) https://www.bioconductor.org/ (Bioconductor) https://www.bowiestate.edu/ (Bowie State University) https://www.imdb.com/title/tt0119217/ (Good Will Hunting) https://www.imdb.com/title/tt0120660/ (Enemy of the State) https://www.theguardian.com/world/2013/jun/09/edward-snowden-nsa-whistleblower-surveillance (Edward Snowden) https://www.dni.gov/index.php?option=com_content&view=article&id=572&Itemid=991...

Jeremy King's tech startup has already raised over $100M on its journey to help equip B2C companies to speed up their own growth, and make intelligent, data-driven decisions. His venture has attracted financing from top-tier investors like GR Capital, Kismet Capital Group (KCG), New Enterprise Associates, and Social Capital Hedosophia.

Ali Albazaz has now raised nearly $100M for his new method of publishing that is rivaling the kindle. His venture Inkitt has acquired funding from top-tier investors like Stefan von Holtzbrinck, Redalpine, New Enterprise Associates, and Speedinvest.

  Innovation Works President Rich Lunak provides additional insights into the 2021 Ernst & Young | Innovation Works "Investment in Pittsburgh's Tech Sector" report. This report provides a comprehensive review of investment and exit activity in the Pittsburgh region for 2021, and highlights key trends for 2012–2021. Read the entire report here. Listen to Rimsys Founder Jim Gianoustus talk about his experience raising its first venture round with Bessemer Ventures. Pittsburgh's technology ecosystem has flourished in the past 10 years. The amount of annual capital invested increased more than tenfold to $3.6 billion from 2012 to 2021. Pittsburgh has emerged as a hub for autonomy, robotics, AI and the life sciences. Aurora and Argo AI established Pittsburgh as a leader in self-driving cars, Duolingo in Edtech, and Krystal Biotech, Cognition Therapeutics, and Knopp Biosciences lead the life science ecosystem. Technology hubs attract world-class investors. Pittsburgh companies have drawn the attention of leading venture capital firms, including New Enterprise Associates, Sequoia, Tiger Global, Kleiner Perkins and Index Ventures. Additionally, the corporate ventures arms of Toyota, Ford, BMW, Intel and Samsung have all invested here. In aggregate, over 300 firms from around the world invested in Pittsburgh companies in the last 10 years, including 16 making their first investment in our region in 2021. 2021 was a seminal year underscoring a decade of growth as five companies went public, including Duolingo, Stronghold Digital Mining, Cognition Therapeutics, Montauk Renewable and Aurora. These companies raised more than $2.6 billion in the process. This mirrored national trends as growth stage companies and their investors floated shares in public markets at record valuations. Nationally, 2021 saw the most IPOs since the 1990s. Additionally, as companies took different routes to public markets, special purpose acquisition companies (SPACs) have become common. Aurora went public via a SPAC and Rice Acquisition Corporation also raised capital via a SPAC. The drivers of this growth are Pittsburgh's world-class technical capabilities and talent and the $11 billion of university research over the past decade. Further, the ecosystem has attracted satellite offices of global companies such as Alphabet, Facebook, Bayer, Affirm and Berkshire Grey. Collectively, this has created $21.3 billion of exit proceeds over the past decade and makes Pittsburgh an attractive destination for global investors, talent and companies alike.  Both Ernst & Young LLP and Innovation Works are committed to supporting entrepreneurial growth in the region. Tracking investment activity helps us begin conversations with new investors interested in regional deals, informs local investors about our strengths compared with other communities, and chronicles what's working and where we need to focus efforts. We hope this report provides you with useful insights into the state of the local technology community and venture capital ecosystem and inspires new ways to move it forward.  

Developing a new device or drug treatment is near impossible without the capital to support it.How can innovators in healthcare present their ideas to investors in a way that triggers their interest and, ultimately, their financial backing?In this episode, host Shravani Durbhakula, MD, dives into this question alongside Ali Behbahani, MD, of New Enterprise Associates, one of the top venture capitalist firms for tech in healthcare. With his combined experience in business and medicine, Dr. Behbahani lays out what investors in healthcare innovation value most in the development of a successful business plan.Tune in to hear:The factors to consider in early stages that matter most to investors, such as the clear communication the pain point a new product addresses How to navigate the obstacles that many startups face in the decade-long journey of getting a new device to marketAn inside perspective about the variety of philosophies within the venture capitalism industry and what creates a strong management team in healthcare

In this episode, we sat down with Dr. Ali Behbahani, General Partner at New Enterprise Associates. Dr. Behbahani has been with NEA since 2007, spearheading over 40 biotech and medtech investments such as CRISPR Therapeutics, Adaptimmune, and Nevro. We discussed his views on breaking into VC, his approach to assessing early-stage life science innovations, the current trends in the biotech investing landscape, and much more.NEA is a global VC firm with $25B in AUM and over 300 active investments across both technology and healthcare sectors. Founded in 1977, NEA has made transformational investments such as Robinhood, Salesforce, Bright Health, and CRISPR Therapeutics. NEA has offices in Menlo Park, San Francisco, New York, and the Washington, D.C. metro area, and is widely considered one of the largest leading VCs in the world.

Timestamps(01:40) Julia shared the differences growing up in New York and moving to San Francisco.(03:05) Julia discussed her overall undergraduate experience at Stanford — getting dual degrees in Computer Science and Management Science & Engineering_._(05:40) Julia went over her time as an Investment Banker at Qatalyst Partners — notably working on Microsoft's acquisition of LinkedIn.(09:11) Julia talked about her career transition to venture capital — working as an associate investor at New Enterprise Associates.(10:46) Julia emphasized the importance of getting up-to-speed and forming an investment thesis as a new investor.(15:05) Julia discussed her Series A investment in Metabase, an open-source business intelligence software project.(18:36) Julia unpacked her investment(s) in Sentry, an application monitoring platform that helps developers monitor apps in real-time to catch bugs early.(20:14) Julia explained her investment in the Series B round for Anyscale, an end-to-end computing platform that makes building and managing a scaled application across clouds as easy as developing an app on a single computer.(23:03) Julia contextualized her investments in the seed round for Datafold, a data observability platform that equips analytics engineers with the tools to address data quality issues.(24:24) Julia shared typical hiring and go-to-market decisions that companies need to make (depending upon their growth stages and product strategies).(27:05) Julia mentioned her Metabase application to help investors pick winning open-source startups.(29:05) Julia rationalized her switch to becoming a product manager at dbt Labs.(30:34) Julia peeked into the roadmap of dbt Cloud, a hosted service that helps data analysts and engineers productionize dbt deployments.(33:34) Julia went over an under-invested area and the role of interoperability within the broader data tooling ecosystem.(37:56) Julia reflected on the difference between being a venture investor and a product manager.(41:05) Closing segment.Julia's Contact InfoLinkedInTwitterdbt's ResourcesSlack CommunityCoalesce 2021 Replaysdbt LearnGitHubEvents and MeetupsMentioned ContentPeopleTristan Handy (Founder and CEO of dbt Labs)Ali Ghodsi (Co-Creator of Apache Spark, Co-Founder and CEO of Databricks)Dan Levine (General Partner at Accel Partners)Book“Working Backwards: Insights, Stories, and Secrets from Inside Amazon” (by Bill Carr and Colin Bryar)NotesMy conversation with Julia was recorded back in May 2021. Since the podcast was recorded, a lot has happened at dbt Labs! I'd recommend:Reading Julia's recent blog posts on adopting CI/CD and introducing Environment Variables in dbt Cloud.Watching the talk replays from Coalesce, dbt's 2nd annual analytics engineering conferenceListening to Season 1 of the Analytics Engineering Podcast, where Julia co-hosts with Tristan Handy to go deep into the hopes, dreams, motivations, and failures of leading data and analytics practitioners.About the showDatacast features long-form, in-depth conversations with practitioners and researchers in the data community to walk through their professional journeys and unpack the lessons learned along the way. I invite guests coming from a wide range of career paths — from scientists and analysts to founders and investors — to analyze the case for using data in the real world and extract their mental models (“the WHY and the HOW”) behind their pursuits. Hopefully, these conversations can serve as valuable tools for early-stage data professionals as they navigate their own careers in the exciting data universe.Datacast is produced and edited by James Le. Get in touch with feedback or guest suggestions by emailing khanhle.1013@gmail.com.Subscribe by searching for Datacast wherever you get podcasts or click one of the links below:Listen on SpotifyListen on Apple PodcastsListen on Google PodcastsIf you're new, see the podcast homepage for the most recent episodes to listen to, or browse the full guest list.

What about Omicron has most surprised the scientific community? What does it tell us about vaccines and where we're heading? These are among the big questions we have for Dr. Scott Gottlieb, former Commissioner of the FDA and author of The New York Times Bestseller: “Uncontrolled Spread: Why COVID-19 Crushed Us and How We Can Defeat the Next Pandemic”. Scott currently serves on the boards of Pfizer, Illumina, Aetion, and Tempus. He is a special partner with the venture capital firm New Enterprise Associates, and a senior fellow at the American Enterprise Institute. You can order Scott Gottlieb's book here: https://www.barnesandnoble.com/w/uncontrolled-spread-scott-gottlieb/1139568341 And you can follow him on twitter here: @ScottGottliebMD

Warm introductions from a portfolio can make your company instantly credible and much more heard.

Joseph Ansanelli makes leadership look deceptively easy. Perhaps it's because he's done it more times than most. Or because he brings the humility to know that it's a lifelong journey. Based in SF Bay Area, he's CEO & Co-Founder of Gladly, the company he incubated during his time at Greylock Partners. Joseph is fond of saying “People first. Strategy second.” He believes that one of the keys to effective leadership is ensuring that teams have the right tools to succeed. With his team of 150 employees, Gladly empowers customer service agents with a SaaS platform that turns them into heroes. And he's onto something big… His investors include New Enterprise Associates, GGV Capital, SV Angel, Future Fund, and Glynn Capital Management. Prior, he was Co-Founder & CEO of Connectify which was acquired by Kana, one of the first digital customer service platforms which he helped take public. He was also Co-Founder & CEO of Vontu, the leader in data loss prevention, which was acquired by Symantec. During college, he & a few friends created Trio Development, which was acquired by Apple and their product became Claris Organizer. Joseph serves on the Boards of Directors of Sumo Logic and Trifacta. He also hosts one of my favorite podcasts Radically Personal In this 20-minute conversation, Joseph reveals where he developed his passion for hiring & leading teams. And how he does it every day at Gladly.    

Former FDA Commissioner Scott Gottlieb, MD joins us to review the mistakes, misrepresentations, and institutional barriers at the CDC and other public health institutions that hindered our response to the COVID-19 pandemic - along with the tactical steps we must take to defeat the next pandemic. We also discuss reforming the FDA approval process to allow medical innovation and why the drug price controls found in the Democrats' HR3 legislation will stop the next breakthrough drugs from emerging. Scott Gottlieb, MD, is the author of "Uncontrolled Spread: Why COVID-19 Crushed Us and How We Can Defeat the Next Pandemic." He is a resident fellow at the American Enterprise Institute. From 2017 to 2019 he served as the 23rd commissioner of the Food and Drug Administration. Dr. Gottlieb is also a special partner with the venture capital firm New Enterprise Associates and serves on the boards of Pfizer, Illumina, Aetion, and Tempus. Follow him on Twitter at @ScottGottliebMD.

When Jeff Immelt graduated from HBS in 1982, he had job offers from Morgan Stanley and Boston Consulting Group. But Immelt had spent his second year at HBS reflecting on his career path, and he decided that he was more interested in being an operator than an investor, accepting a position with a lower salary at GE. His initial plan was to spend five years or so at GE learning how to manage. Ultimately though, he would go on to spend 35 years at the company, becoming CEO in 2001. He was so dedicated to GE that, at age 50, he got the company's logo tattooed on his leg. Immelt, now venture partner at New Enterprise Associates and a lecturer at Stanford's Graduate School of Business, recounts his history at GE in his recent book, Hot Seat: What I Learned Leading a Great American Company. And in this first episode of a special two-part Skydeck interview with Immelt, we talk about his rise to CEO, the challenge of enacting change at a massive scale, and what his experience at GE can teach large organizations about overcoming barriers to innovation.

When Oliver Jay worked for venture capital firm New Enterprise Associates in the late 2000s, he found that the most rewarding aspect for him was working with portfolio companies and watching the beginnings of sales operations.“But as an associate, let's be honest, I was there to crunch numbers, and write memos, and source deals,” Oliver said. “That's why I decided to leave. Even though I loved the job intellectually, I just wanted a piece of the action.”Soon after, Oliver earned an MBA from Harvard Business School, and flexed his sales knowledge at companies like Dropbox. Now, Oliver works as Head of Global Revenue and Business Development at Asana, a company developing a work management platform.On this episode of Go to Market Grit, Joubin and Oliver talk about Oliver's upbringing, the benefits of implementing “checks and balances” into the hiring process, and how to blend product-led growth and value enterprise sales.In this episode, we cover: How Oliver educated himself about go-to-market operations by embarking on a 'campaign' to meet and learn from successful sales leaders. (3:03) 'I learned a ton': Oliver's thoughts on the value of business school. (9:04) Oliver's experience as an immigrant in the United States — and how he wants to teach authenticity and grit to his children. (12:18) How Oliver learned that he had an eye for identifying talent — and how he motivates and inspires teams with long term goals. (17:31) Building 'checks and balances' into the hiring process. (21:56) Uber vs. Grab: Oliver's firsthand experience on the board of Grab as it competed with Uber for the Asian rideshare market. (24:19) 'Seed, land, and expand': What Oliver's experience working at Dropbox taught him about structuring sales organizations at product-led companies. (28:06) Oliver's current business, Asana, its work management platform — and building a ‘balanced' company culture. (38:28) Uncovering whether a job candidate understands excellence during an interview — and the value of helping people grow and develop. (41:28) What the word grit means to Oliver. (44:41) Links: Connect with Oliverhttps://asana.com Connect with Joubin Twitter LinkedIn Email: gtmg@kleinerperkins.com  Learn more about Kleiner Perkins

Our Healthcare Providers & Payers Assembly opened up with a discussion on healthcare 2.0. We are joined by Jeff Immelt, the former Chief Executive Officer at GE and currently a Venture Partner at New Enterprise Associates & Stephen Liguori, former Executive Director for Global Innovation and New Models, and currently the Co-Founder at Ligouri Innovations. Some major topics of discussion are next generation drugs, advanced AI, unbundling of services, improving value based care, and physician enablement. Jeff notes that in a lot of ways, healthcare is complex, and leadership thinking should take a long term approach because change happens slowly, then all at once.

In this week’s episode of The Room Podcast, Madison and Claudia sit down with Sydney Sykes, Co-Founder and Co-CEO of BLCK VC. Founded in 2018, BLCK VC empowers and advances black venture investors by providing a focus community built for and by black venture investors. Out of Harvard undergrad, Sydney joined New Enterprise Associates as an investment analyst before moving on to e-commerce planning with Dolls Kill. Today, Sydney is also studying at Stanford GSB for her MBA. This week’s key themes and insights include solving the problems you see in the world, the future of direct-to-consumer investing, and the integral role of a unique perspective and driving innovation. Let’s open the door. Season 4 of The Room Podcast is sponsored by our friends at SVB and Cooley. Learn more about SVB’s Access to Innovation initiative here. … Key Theme 1: Solving the problems you see in the world Blck VC is evidence that you have the ability to solve the problems you see in the world. Sydney took her lived experience and passion for building a better tomorrow into action. This passion to unlock more equity in who’s represented in venture led her to create her non-profit. Whether you’re thinking of starting a non-profit or a for-profit business that solves something you deeply believe should change; Sydney reminds us that you are empowered to build for that future. Key Theme 2: Direct-to-consumer Brands and their Evolution Having spent time in operations at Dolls Kill, a venture-backed DTC brand, Sydney has unique insights into the future of e-commerce. As an investor, Sydney is compelled by brands who are taking a more differentiated approach to finding and cultivating community with their customers. She specifically is interested if they’re providing a product or service that no one else is offering. Two driving questions Sydney shared when it comes to investing in DTC are What's different about what I'm building? Why is this going to take off in a way that works for venture capital? Key Theme 3: The integral role of a unique perspective and driving innovation Sydney believes the venture capital industry’s growth is dependent on unique perspectives and new ideas. “If a venture capital firm continues to have the same perspectives for long periods of time, or doesn't bring in new networks or doesn't bring in something that gives them a competitive advantage, that firm will fall behind.” She gives the example that lack of diversity in a firm leads to a massive ecosystem gap. Without any black investors, firms are missing 15% of consumers as well as the inability to relate to and fully understand some of their founders. … Thank you to Sydney for joining us in The Room! We will be back next week with a new episode on Tuesday, Aug. 31

Meet Jeff Immelt:Jeff Immelt served as CEO of General Electric (GE) for 16 years and CEO of GE Healthcare for four years. The leadership lessons that he learned during his time as CEO of GE are told in Hot Seat: What I Learned Leading A Great American Company. He also chaired the President's Council on Jobs and Competitiveness under the Obama administration. He is a currently a Venture Partner at New Enterprise Associates (NEA). Jeff has a B.A. degree in applied mathematics from Dartmouth College and an M.B.A. from Harvard University.Key Insights:During his first week as CEO of GE, Jeff was faced with the 9/11 terrorist attacks followed seven years later by the Great Recession. Jeff shares how he managed GE through these crises.Why Join GE? I wanted to be an operator. Unlike many in my Harvard Business School class, I did not want to be a consultant or an investment banker.  (10:01)How Did You Assess the Response to 9/11? All business leaders were asked to provide a snapshot of what still works, what does not work, and how we should anticipate and respond to change. (21:39)Healthcare Lessons Learned.  Jeff learned that there are many terrific people in healthcare working to help others. Healthcare is behind other industries in application of business principles. (12:33)Governance. Size of boards is important.  At one time, GE had 18 board members and it was just too big because it's easy to lose connectivity and focus. (34:43)

Podcast: The Knowledge Project with Shane Parrish (LS 69 · TOP 0.05% what is this?)Episode: #116 Jeff Immelt: Leadership In A CrisisPub date: 2021-07-27Former General Electric CEO Jeff Immelt looks back on his two decades with the company and the strategies he used to lead during three separate crises. In this episode Immelt discusses what happened during those events and why, what it was like to take over for GM icon Jack Welch, getting the information you need to make decisions, activist investors, fighting complexity, the mismatched timelines between CEOs and shareholders, unions, and so much more.   Immelt is currently a venture partner at New Enterprise Associates and a lecturer in management at the Stanford University Graduate School of Business. He served as the Chairman and CEO of GE from 2001-17, and is the author of the 2021 memoir Hot Seat: What I Learned Leading a Great American Company. Go Premium: Members get early access, ad-free episodes, hand-edited transcripts, searchable transcripts, member only episodes, and more. https://fs.blog/knowledge-project-premium/ Every Sunday our newsletter shares timeless insights and ideas that you can use at work and home. Add it to your inbox: https://fs.blog/newsletter/ Follow Shane on twitter at: https://twitter.com/ShaneAParrishThe podcast and artwork embedded on this page are from Farnam Street, which is the property of its owner and not affiliated with or endorsed by Listen Notes, Inc.

Former General Electric CEO Jeff Immelt looks back on his two decades with the company and the strategies he used to lead during three separate crises. In this episode Immelt discusses what happened during those events and why, what it was like to take over for GM icon Jack Welch, getting the information you need to make decisions, activist investors, fighting complexity, the mismatched timelines between CEOs and shareholders, unions, and so much more.   Immelt is currently a venture partner at New Enterprise Associates and a lecturer in management at the Stanford University Graduate School of Business. He served as the Chairman and CEO of GE from 2001-17, and is the author of the 2021 memoir Hot Seat: What I Learned Leading a Great American Company. Go Premium: Members get early access, ad-free episodes, hand-edited transcripts, searchable transcripts, member only episodes, and more. https://fs.blog/knowledge-project-premium/ Every Sunday our newsletter shares timeless insights and ideas that you can use at work and home. Add it to your inbox: https://fs.blog/newsletter/ Follow Shane on twitter at: https://twitter.com/ShaneAParrish

Jeff Immelt is the former CEO of GE. He has been named one of the “World's Best CEOs” three times by Barron's. During his tenure, GE was named “America's Most Admired Company” by Fortune magazine and one of “The World's Most Respected Companies” in polls by Barron's and the Financial Times. Today, Jeff is a Venture Partner at New Enterprise Associates, a global VC and PE firm. He is also the author of HOT SEAT, a memoir of leadership in times of crisis.

This interview features Dr. Kavita Patel, Nonresident Fellow at the Brookings Institution. JB and Dr. Patel discuss the federal government's COVID-19 response, vaccine rollout, and ensuring our health systems are equitable and accessible to all.Hosted by JB Holston. Produced by Jenna Klym, Justin Matheson-Turner, and Colie Touzel.Learn from leaders doing the work across the Capital Region and beyond. These conversations will showcase innovation, as well as history and culture across our region, to bridge the gap between how we got here and where we are going.About our guest:Kavita Patel is a Nonresident Fellow at the Brookings Institution. Previously, she was the managing director of clinical transformation at the Center for Health Policy at Brookings. Dr. Patel is an advisor to the Bipartisan Policy Center and a member of Health and Human Services Physician Focused Payment Model Technical Advisory Committee.Dr. Patel is a primary care physician in Washington, D.C. She also served in the Obama administration as director of policy for the Office of Intergovernmental Affairs and Public Engagement in the White House. As a senior aide to Valerie Jarrett, President Obama's senior adviser, Dr. Patel played a critical role in policy development and evaluation of policy initiatives connected to health reform, financial regulatory reform, and economic recovery issues.She also has an extensive research and clinical background, having worked as a researcher at the RAND Corporation and as a practicing physician in both California and Oregon. She currently advises healthcare technology and services organizations through New Enterprise Associates.Dr. Patel is a previous Robert Wood Johnson Clinical Scholar, and while at Brookings returned to providing clinical care as an internal medicine practitioner. She earned her medical degree from the University of Texas Health Science Center and her masters in public health from the University of California Los Angeles.

Welcome to my conversation with Jeff Immelt, former CEO of General Electric from 2001 to 2017, and the CEO of GE's Medical Systems division from 1997 to 2000. Today he's working as a venture partner at New Enterprise Associates and teaches leadership at Stanford University. He's the author of "HOT SEAT – What I learned leading a great American Company". The timestamps: 00:00 – Why I joined GE 05:20 – 9/11 Changed Everything 10:50 – How to Lead Through a Crisis 16:30 – Perception vs. Reality & the Media 20:20 – Innovation 28:05 – Globalization & China 35:45 – Why Write ‘HOT SEAT'? 39:40 – GOOD vs. GREAT Leadership 43:20 – A Message to My 16 Year Old Self! More about Jeff Immelt

Dr. Patel has a rich background in health policy, previously working at the Brookings Institution on health care reform and physician payment. Dr. Patel also served in the Obama Administration as director of policy for the Office of Intergovernmental Affairs and Public Engagement in the White House, where she played a key role in the design of health care reform legislation. Dr. Patel also has a deep understanding of Capitol Hill from her time spent on the late Senator Edward Kennedy's staff. As deputy staff director on health, she served as a policy analyst and trusted aide to the Senator and was part of the senior staff of the Health, Education, Labor and Pensions (HELP) Committee under Senator Kennedy's Leadership. In addition to these accomplishments, Dr. Patel serves on the board of several organizations including Dignity Community Care, SSM, Radiology Partners and Paladina Health. She is also a Venture Partner at New Enterprise Associates. You can Email Dr Patel at kpatel@NEA.com ----------- Looking to build your online business? Grow your email list? Learn about how to start a coaching business? Resources, courses, training and the business tools to make it happen. Learn more at https://sharonmackconsulting.com ___________________________________________________________________________________________ This podcast is designed to help entrepreneurs start and build their businesses. Learn more at Female Physicians Entrepreneurs If you are a female physician join us at https://www.facebook.com/groups/FemalePhysicianEntrepreneurs/ Thank you again for listening, please share with your friends and subscribe to our podcast. If you have any questions reach out support@femalephysicianentepreneur.com Sincerely, Sharon T McLaughlin MD FACS #entrepreneurship #femalephysicians #business #businessgrowth. #realestate #realestatesyndication #womenphysician

Dr. Patel has a rich background in health policy, previously working at the Brookings Institution on health care reform and physician payment. Dr. Patel also served in the Obama Administration as director of policy for the Office of Intergovernmental Affairs and Public Engagement in the White House, where she played a key role in the design of health care reform legislation. Dr. Patel also has a deep understanding of Capitol Hill from her time spent on the late Senator Edward Kennedy’s staff. As deputy staff director on health, she served as a policy analyst and trusted aide to the Senator and was part of the senior staff of the Health, Education, Labor and Pensions (HELP) Committee under Senator Kennedy’s Leadership. In addition to these accomplishments, Dr. Patel serves on the board of several organizations including Dignity Community Care, SSM, Radiology Partners and Paladina Health. She is also a Venture Partner at New Enterprise Associates. You can Email Dr Patel at kpatel@NEA.com ----------- Looking to build your online business? Grow your email list? Learn about how to start a coaching business? Resources, courses, training and the business tools to make it happen. Learn more at https://sharonmackconsulting.com ___________________________________________________________________________________________ This podcast is designed to help entrepreneurs start and build their businesses. Learn more at Female Physicians Entrepreneurs If you are a female physician join us at https://www.facebook.com/groups/FemalePhysicianEntrepreneurs/ Thank you again for listening, please share with your friends and subscribe to our podcast. If you have any questions reach out support@femalephysicianentepreneur.com Sincerely, Sharon T McLaughlin MD FACS #entrepreneurship #femalephysicians #business #businessgrowth. #realestate #realestatesyndication #womenphysician

Cloud-communications firm, Twilio Inc, plans to buy a toll-free messaging provider, Zip-whip, for about $850 million in cash and stock. Zip-whip, which provides a platform for businesses to use their landline or toll-free numbers to send text messages to customers, will become part of Twilio's messaging business unit once the deal closes. The deal is expected to modestly add to Twilio's gross margin and revenue, according to the company. Merge, a start-up that provides an integration platform for product development has raised $4.5 million in a seed round funding led by New Enterprise Associates. Launched in 2020, Merge aspires to provide a unified API for B2B to integrate seamlessly, which explains their up-front investment in their product. They plan to expand into other areas, likely CRM, as per reports. The French Government has stated that Google, and Microsoft's cloud technologies, can be utilized to store France's sensitive data, securely. Google, Microsoft, and Amazon—the market leader in data storage dominate the global industry, raising worries in Europe about the possibility of US surveillance following the passage of the US CLOUD Act of 2018.Adalo, formerly known as Foundry, has raised an $8 million series A round with Oceans Ventures, and OldSlip Group participation. Adalo is a no-code platform, for creating cross-platform mobile, and web applications. The firm provides drag-and-drop design tools, for consumers to create apps. Users can choose from pre-configured modules, or create their own, integrating with existing systems, via database setups, and APIs. It can assist update, and track user data as well as add entries to databases. Furthermore, the platform can construct native apps for both iOS and Android.IBM has updated its open-source web Accessibility Checker tool, to make it easier to discover, and address accessibility issues. The update is planned to take place on May 20, to coincide with Global Accessibility Awareness Day. Last May, IBM released the Equal Access Toolkit, which is essentially a set of rules that provides enterprise developers, with all of the information they need, to include accessibility into their apps. With the newly added multi-scan report functionality, users can automatically scan an entire website or application and collect all of the information into a single Excel spreadsheet. It is vital to make internet services accessible to as many people as possible, given how the epidemic has forced businesses, to embrace digital transformation.

Benjamin Narasin, Venture Partner at New Enterprise Associates talks about changes in the VC space over the last decade+, about getting one of his companies public and about growing your network. We also discussed the alternatives to the pitch decks and ways founders can speed up their fundraising process. Benjamin's LinkedIn: https://www.linkedin.com/in/bennarasin/ NEA: https://www.nea.com/ Ben's Twitter: https://twitter.com/BNarasin Ben's blog: Ben Narasin's Writings. Sybaritic & Silicon Valley.

Houston SaaS startup, Molecule, closes its $12M series A funding round, with support from a local VC, Mercury Fund. The company has a cloud-based energy trading, and risk management solution for the energy industry, and supports power, natural gas, crude or refined products, chemicals, agricultural commodities, softs, metals, cryptocurrencies, and more. The company will use its new funds to further build out its product, as well as introduce offerings to manage renewable credits, according to the release.Enterprise security firm Aurion-pro Solutions, is set to sell its cybersecurity business to Austin-based software company,y Forcepoint LLC, for $9.6 million. Aurion-pro said, cash proceeds from the deal will help its plan to become “debt-free”, sometime after the second quarter this year. The deal will also help its balance sheet to significantly improve KPIs, in the coming quarters. Timescale grabs $40M Series B, as it goes all in on cloud version of time series database. Redpoint Ventures led the round, with help from existing investors Benchmark, New Enterprise Associates, Icon Ventures and Two Sigma Ventures. The company reports that, it has now raised approximately $70 million. Timescale is based in New York City, but it's a truly remote organization, with 60 employees spread across 20 countries and every continent, except Antarctica.

In this week’s Reagan Forum podcast we go back to April 19, 2021, for our virtual event with former GE CEO Jeff Immelt for a conversation on his latest book, Hot Seat: What I learned leading a great American company. Jeff Immelt served as Chairman and CEO of GE for 16 years where he revamped the company’s strategy, global footprint, workforce, and culture.  During his tenure, he led several innovative transformations that doubled industrial earnings, reshaped the portfolio, re-established market leadership, and quadrupled emerging market revenue. He is currently a Venture Partner at New Enterprise Associates and he has been named one of the World’s Best CEOs three times by Barrons.

Timescale, makers of the open source TimescaleDB time series database, announced a $40 million Series B financing round today. The investment comes just over two years after it got a $15 million Series A. Redpoint Ventures led today's round with help from existing investors Benchmark, New Enterprise Associates, Icon Ventures and Two Sigma Ventures. The […]

Timescale, makers of the open source TimescaleDB time series database, announced a $40 million Series B financing round today. The investment comes just over two years after it got a $15 million Series A. Redpoint Ventures led today’s round with help from existing investors Benchmark, New Enterprise Associates, Icon Ventures and Two Sigma Ventures. The […]

Jeff Immelt is a Venture Partner of New Enterprise Associates, a global venture capital and private equity firm. Jeff joined NEA in 2018 as a Venture Partner on both the technology and healthcare investing teams. He is the author of HOT SEAT, a memoir of leadership in times of crisis. Jeff served as chairman and CEO of GE for 16 years where he revamped the company's strategy, global footprint, workforce and culture. During his tenure, he led several innovative transformations that doubled industrial earnings, reshaped the portfolio, re-established market leadership, grew a strong share position in essential industries, and quadrupled emerging market revenue. ————————————————————————— To learn more about this episode, including podcast transcripts and show notes, visit *salt.org/talks* ( http://salt.org/talks ) Moderated by Anthony Scaramucci.

On our 102nd episode, we chat with Jon Sakoda, Founder, Decibel Partners, a Cisco-backed venture fund. Jon founded Decibel to push through the conventional boundaries of early-stage investing in SaaS startups. After being an entrepreneur for a few years and working as a General Partner at New Enterprise Associates, Jon decided to set up Decibel Partners. With Decibel, Jon's vision was probably an industry-first approach to provide a way for entrepreneurs to get access to unparalleled resources at a time and stage when they need it most.In this episode, catch Jon talking about pivoting as an entrepreneur, finding the right coach to guide you through your startup journey, and much more. Notes - 01:39 - “I'm a recovering entrepreneur.”06:29 - Pivoting and finding product-market fit09:11 - Partnership with Cisco13:20 - Leveraging strongholds of industry dominant LPs in the VC firm17:20 - “What makes you great in getting you from 0 to 1, may not be great in getting you from 1 to 10 or 10 to 100.”23:10 - Coaching for early-stage founders; for Performance and Efficiency29:27 - Having an Advisor v/s having a Coach as an early-stage founder32:30 - “You should be more conscious about who you want to work with, rather than, where you want to work.”

Our guest today is Blake Wu, a partner at New Enterprise Associates specializing in healthcare services, healthcare IT, and biopharmaceuticals. He discusses NEA's investments in AI for radiology and medical analytics, plus the challenges of investing in healthcare internationally and the near-term future of medical AI. Before the interview, Pranav and Adriel give overviews on healthcare roll-ups, value-based care vs. fee-for-service care, and real-world data and evidence. If you'd like to skip right to the interview with Blake, start listening at 11:29. If you like what you hear, let a friend know, subscribe wherever you get your podcasts, and connect with us on Twitter @AIHealthPodcast.

This week we hop across the pond and speak to Crystal and Jai at New Enterprise Associates- where both are Principals. We find out about how each approached applying for their current role and how they formulate their investment thesis now as investors at what once was the largest VC firm in the world. They tell us what impresses them in applicants and give very specific advice on candidates who are applying for investing roles- so don't miss out!

Dr. Parkinson has served as President and Chief Executive Officer of ESSA Pharma Inc. since January 2016, and as a Director of the company since June 2015. Prior to joining ESSA he had been a Venture Partner at New Enterprise Associates, Inc. From 2007 until 2012, Dr. Parkinson served as President and CEO of Nodality, Inc., a biotechnology company focused on the biological characterization of signaling pathways in patients with malignancy. Until October 2007 he was SVP, Oncology Research and Development at Biogen Idec, where he oversaw all oncology discovery research efforts and the development of the oncology pipeline. Previously he had served as VP, Oncology Development, at Amgen and VP, Global Clinical Oncology Development, at Novartis. In those roles he oversaw the successful clinical development of a series of cancer therapeutics, including Gleevec, Zometa, Femara, and Vectibix. Dr. Parkinson worked at the National Cancer Institute from 1990 to 1997, serving as Chief of the Investigational Drug Branch and then as Acting Associate Director of the Cancer Therapy Evaluation Program (CTEP). He is a past Chairman of the Food & Drug Administration (FDA) Biologics Advisory Committee, a past member of the FDA Science Board, and is a recipient of the FDA’s Cody Medal. He is a past editor of the Journal of Immunotherapy and past president of the Society of Biological Therapy. He has served on the National Cancer Policy Forum of the Institute of Medicine and is a past co-chair of the Cancer Steering Committee of the NIH Foundation Biomarkers Consortium. A past Board Director of the Ontario Institute for Cancer Research, he currently serves as a Board Director for the Multiple Myeloma Research Foundation. He served as Chairperson of the American Association of Cancer Research (AACR) Finance and Audit Committee for 15 years and is a previous elected Board Director of AACR. Dr. Parkinson was a Director of Facet Biotech, Inc., until the acquisition by Abbott Pharmaceuticals, and was a Director of Ambit Biosciences until the acquisition by Daiichi Sankyo. He was also previously a Director at Threshold Pharmaceuticals and Cerulean Pharmaceuticals. He currently serves as Director on the Boards of CTI Biopharma, Inc (CTIC), 3SBio Inc (1530.HK) and is a Co-Founder and Director of Refuge Biotech, Inc. He has held academic positions both at Tufts and at the University of Texas MD Anderson Cancer Center, and has authored over 100 peer-reviewed publications.

Produced by Foundersuite.com, "How I Raised It" goes behind the scenes with startup founders who have raised capital. This episode is with Jack Conte of Patreon.com, a platform that allows creators to monetize their work through a direct relationship with their fans. In this episode, Jack talks about how and why he came up with the idea for Patreon, how he turned rejections into tips for improving his pitch deck, how he uses his personal story as a key component of the pitch, the difference between raising early rounds and late stage rounds (e.g. Series B, C, D, E), and much more. The Company has raised over $240 Million in total, and most recently raised $90 million of Series E venture funding in a deal led by New Enterprise Associates and Wellington Management. Glade Brook Capital Partners, Index Ventures, Thrive Capital, DFJ Growth and Lone Pine Capital also participated in the round. This is #3 of 3 in our "Music Tech" series. How I Raised It is produced by Foundersuite, makers of software to raise capital and manage investor relations. Foundersuite's customers have raised over $2.5 Billion since 2016. Create a free account at www.foundersuite.com

In today’s episode, Stan McChrystal and Chris Fussell interview Jeff Immelt. Jeff is a Venture Partner at New Enterprise Associates and former Chairman and CEO of General Electric. From being a new member of a massive organization to running the company for well over a decade and a half, Jeff has lived through the leadership experience at every level. In this interview, Jeff talks about his book that will be soon released and shares the voice of a leader who has spent a few years diving deeply into their own experiences being very honest about strengths and weaknesses that he learned along the way.

In today’s episode, Stan McChrystal and Chris Fussell interview Jeff Immelt. Jeff is a Venture Partner at New Enterprise Associates and former Chairman and CEO of General Electric. From being a new member of a massive organization to running the company for well over a decade and a half, Jeff has lived through the leadership experience at every level. In this interview, Jeff talks about his book that will be soon released and shares the voice of a leader who has spent a few years diving deeply into their own experiences being very honest about strengths and weaknesses that he learned along the way.

In this episode, Danielle Lay shares how growing up in Hong Kong gave her early exposure to the business world, paving the way for her to start her own web design company, work at Goldman Sachs, and become a principal at the venture capital firm New Enterprise Associates. She also talks about the role of design in innovation, the importance of finding mentors, and why being yourself is the best thing you can be. Listen for advice on:Understanding different types of innovation and what makes them worthwhileHow she assesses if products are going to make it in the market What qualities make for a good VC Differentiating and leveraging your value for a company To learn more: Danielle Lay (Guest): https://www.linkedin.com/in/danielle-lay-356a251a/Zoia Kozakov (Host): https://www.linkedin.com/in/zoia-kozakov/About WIN: Women in Innovation: https://www.womenininnovation.coBrand Copy by Nicole Beckley See acast.com/privacy for privacy and opt-out information.

Produced by Foundersuite.com, "How I Raised It" goes behind the scenes with startup founders who have raised capital. This episode is with David Rogier of MasterClass, an online lesson platform where viewers can learn from experts like Steph Curry, Simone Biles, Serena Williams, Natalie Portman, Martin Scorsese, Gordon Ramsay and many others. In this episode, David talks about how the idea for MasterClass was inspired by his grandma's quest to become a doctor, how he cold called and hustled to get the first set of celebrities onboard, why he prefers to raise capital on vision over metrics in the early days, why investors who offer the best terms are not always the best choice, tips for pitching during a pandemic, and much more. The Company recently raised $100 million of Series E venture funding in a deal led by Fidelity Management & Research. NextEquity Partners, Owl Ventures, 01 Advisors, Evolution Media Capital, New Enterprise Associates, IVP, PROOF Fund and Atomico also participated in the round. This series is produced by Foundersuite, makers of software to raise capital and manage investor relations. Foundersuite's customers have raised over $2.5 Billion since 2016. Create a free account at www.foundersuite.com

Dick Kramlich, Legendary Venture Capitalist & First Venture Backer of Apple; Chairman Emeritus & Co-Founder, New Enterprise Associates; Co-Founder & Co-Managing Director, Green Bay Ventures, with Michael Moe, Founder, GSVThe ASU GSV Summit wishes to thank our sponsor partners,New Oriental Education and Technology Group, Chegg, and ECMC. Please visit www.asugsvsummit.com for more information.

Ben Narasin is a prolific entrepreneur and early-stage investor with three decades of company-building expertise. His portfolio comprises of key early successes in fintech, digital marketplaces, mobile and connected devices. His seed investments include Dropcam, Lending Club, TellApart, Kabbage and Zenefits. Before NEA, Narasin most recently served as a General Partner at Canvas Ventures, and was previously with TriplePoint Capital, where he oversaw the firm’s seed funding investment activities. He founded several consumer companies before launching his investing career, including Fashionmall.com which led to a successful IPO. He holds a B.A. in Entrepreneurial Studies from Babson College.

DeviceTalks Weekly: Ep. 10 – How do medtech investors, CEOS manage portfolio companies going forward? In this week’s episode of DeviceTalks Weekly, we talk with two successful starters of medtech companies about how they’re building and maintaining their medtech portfolios during this pandemic landscape. Our guests this week are… • Justin Klein, MD, managing partner, Vensana Capital • Duke Rohlen, chairman, Ajax Health Together, Klein and Rohlen have created, backed and sold medtech companies that have generated billions. Klein, formerly of New Enterprise Associates, now co-manages his own venture firm, Vensana Capital. He previously served on the board of directors of Cartiva (acquired), ChromaCode, CV Ingenuity (acquired), EPIX Therapeutics (acquired), FIRE1, GPB Scientific, Intact Vascular, Metavention, Personal Genome Diagnostics, PhaseBio Pharmaceuticals (IPO), Relievant Medsystems, Senseonics (IPO), Topera (acquired), Ulthera (acquired), Vertiflex (acquired), Vesper Medical, and VytronUS (acquired). Rohlen, who leads a holdings company backed by private equity giant KKR, previously served as chairman and CEO of EPIX, Co-founder, Chairman and CEO of Spirox, Inc (sold to Entellus Medical) and co-founder and CEO of CV Ingenuity. He was also president of Fox Hollow before it was acquired by EV3. In this podcast we’ll learn how VCs are looking at investment opportunities in this market • Are they making new investments? • What impact is this having on valuation? • Do VCs give stronger consideration to new concerns like supply chain? • When will they get clinical trials up and running? Don’t miss an episode! Subscribe to DeviceTalks Weekly on your podcast players.

Bradley is joined by Ben Narasin, entrepreneur, early-stage investor, and Venture Partner at New Enterprise Associates. The two discuss Ben’s  journey from founder to venture capitalist and his perspective on seed stage companies. They also walk through 2020 predictions for valuation, IPO’s, and the upcoming presidential election. Bradley muses on the impact of the coronavirus on politicians, venture capital and tech regulation.

Decipher the code to sound investments with expert, Cornelius Bond, Author of the T. Rowe Price biography! Cornelius Bond is interviewed by David Cogan founder of Eliances and host of the Eliances Heroes show broadcast on am and fm network channels, internet radio, and online syndication. www.corneliusbond.com

Decipher the code to sound investments with expert, Cornelius Bond, Author of the T. Rowe Price biography! Cornelius Bond is interviewed by David Cogan founder of Eliances and host of the Eliances Heroes show broadcast on am and fm network channels, internet radio, and online syndication. www.corneliusbond.com

Peter Bailis is the co-founder and CEO of Sisu which is a software that empowers people to make better decisions with data. The company has raised $66 million from top tier investors including Andreessen Horowitz, New Enterprise Associates, and Green Bay Ventures. 

Peter Bailis is the co-founder and CEO of Sisu which is a software that empowers people to make better decisions with data. The company has raised $66 million from top tier investors including Andreessen Horowitz, New Enterprise Associates, and Green Bay Ventures. 

Jill Layfield is co-founder and CEO of Tamara Mellon which offers apparel and accessories for women. The company has raised close to $90 million from New Enterprise Associates, AAF Management Ltd., Quadrille Capital, and Centricus.

Jill Layfield is co-founder and CEO of Tamara Mellon which offers apparel and accessories for women. The company has raised close to $90 million from New Enterprise Associates, AAF Management Ltd., Quadrille Capital, and Centricus.

In this episode of the Future 1 web show & podcast, we meet Yida Gao. Yida is a General partner at Struck Capital & Divergence Digital Currency Fund (DDC). Previously, he was a technology investor at NEA, one of the world's largest VC funds with $20Bn+ AUM. In this episode, we talk about the venture capital ecosystem in China, how the blockchain ecosystem has evolved when it comes to venture to invest, & crypto mining considerations with the upcoming halving coming up. The material contained on this web series & podcast is for informational purposes only and should not be construed as an offer or a recommendation to buy or sell any security nor is it to be construed as investment advice. music credits: Clouds by MBB | https://soundcloud.com/mbbofficial , Music promoted by https://www.free-stock-music.com , Creative Commons Attribution-ShareAlike 3.0 Unported, https://creativecommons.org/licenses/by-sa/3.0/deed.en_US IMPORTANT NOTICE: This web series and podcast is intended for informational purposes only. The views expressed are not, and should not be construed as investment advice or recommendations. Recipients of this should do their own due diligence, taking into account their specific financial circumstances, investment objectives and risk tolerance (which are not considered in this web series and podcast) before investing. None of this information communication is an offer, nor the solicitation of an offer, to buy or sell any of the assets mentioned herein. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/joelpalathinkal/support

Anda Gânscă este clujeancă, locuiește la New York și este CEO & Co-founder al Knotch, unul din cele mai dinamice start-ups din Statele Unite. Din 2013 și până acum, Knotch a atras peste $34 milioane de dolari investiție, din care $20 de milioane doar anul acesta, de la unii dintre cei mai renumiți investitori la nivel mondial: New Enterprise Associates, Xochi & Michael Birch (fondatorii Bebo, vândut spre AOL pentru $850 milioane), Greylock Partners și mulți alții.Am avut ocazia să o întâlnesc la Cluj, într-o vizită acasă și să vorbesc cu ea despre cum a reușit să atragă investitori de un asemenea calibru, cum a devenit antreprenor în Statele Unite și ce înseamnă să crești accelerat un start-up în tehnologie. Am atins cu Anda următoarele subiecte:De unde a dobândit spiritul antreprenorialCum a plecat din Cluj la Stanford Ce i-a fost cel mai greu în Sillicon ValleyCum s-a adaptat culturii americane și investitorilorCum a atras unii dintre mai prestigiosi investitori în KnotchDe ce chiar și o rundă semnificativă de bani de la investitori nu înseamnă succesDe ce banii pe îi iei de la investitori contează mai puțin decât banii pe care îi faciGo to market semnificativ înainte să iei bani de la VCsDespre începuturile KnotchCe este Knotch și cum funcționeazăCare au fost cele mai challenging aspecte din creșterea KnotchCum a descoperit punctul de inflexiune când și-a dat seama că Knotch va creșteDe ce e important să poți da grant-uri de acțiuni oamenilor care vin în firmăCe planuri are legate de construirea unei echipe în RomâniaDiferența de mindset dintre lucrul într-un start-up și o companie mareRealitatea din spatele conducerii unei companiiCe lecții a învâțat din eșecuri și de ce e bine să vorbim despre eșecDe ce e mai bine în România pentru femei antreprenor decât în Statele UniteCe trebuie să facem ca să avem mai multe femei implicate în zona de tehnologieCărți și link-uri menționate:Andrew Grove - Only the Paranoid SurviveStanford US-Russia Forum, fondat de către Anda - https://usrussia.stanford.edu/Campania Trinet - Knotch People Matter - https://youtu.be/elYtY_nGG5A

Produced by Foundersuite.com, "How I Raised It" goes behind the scenes with startup founders who have raised capital. This episode is with Bryton Shang of Aquabyte.ai which makes AI-powered monitoring systems that improve fish farming efficiency. In this episode, Bryton talks about how he used "guerrilla marketing" to overcome the skepticism of VCs, how he viewed his pitch as an adaptive process, where he came up with the idea of using machine learning to count sea lice, and more. The Company raised $10 million of Series A venture funding in a deal co-led by New Enterprise Associates and Costanoa Ventures. The deal also included Alliance Venture, Struck Capital, Alaya Capital Partners and others. This series is produced by Foundersuite, makers of software to raise capital and manage investor relations. Foundersuite customers have raised over $1.5 Billion since 2016. Create a free account at www.foundersuite.com.

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

Tim Hwang is the co-founder and CEO of FiscalNote which uses artificial intelligence and big data to deliver predictive analytics of governmental action to determine its impact. The company has raised $230 million from investors like Mark Cuban, Jerry Yang (co-founder of Yahoo!), New Enterprise Associates, Plug and Play, AME Cloud Ventures, QueensBridge Venture Partners, Dorm Room Fund, Winklevoss Capital, Middleland Capital, Visionnaire Ventures, or 645 Ventures to name a few.

Tim Hwang is the co-founder and CEO of FiscalNote which uses artificial intelligence and big data to deliver predictive analytics of governmental action to determine its impact. The company has raised $230 million from investors like Mark Cuban, Jerry Yang (co-founder of Yahoo!), New Enterprise Associates, Plug and Play, AME Cloud Ventures, QueensBridge Venture Partners, Dorm Room Fund, Winklevoss Capital, Middleland Capital, Visionnaire Ventures, or 645 Ventures to name a few.

Searchie, Arabnet's Startup Battle Dubai winner, raised $2M to continue changing the face of recruitment and the way companies retain and develop their talent ; Mashkor, a new app that is now trending in Kuwait and transforming the way local shopping and local courier happens in the region ; Toronto-based direct-to-consumer fine jewelry startup Mejuri, founded by a Jordanian entrepreneur, has raised $23 million in Series B led by New Enterprise Associates, one of the leading and oldest American VC firm ; Ex-Careem GM has raised seed funding for his Saudi-based Sary, an on-demand wholesale grocery platform, to disrupt wholesale market ; Samsung's vertical Sero TV brings Insta Stories to a big screen!! Samsung has unveiled "The Sero," a 43-inch quantum-dot QLED TV with an attention-grabbing gimmick. It can be flipped around 90 degrees, letting you watch Instagram, Snap and other smartphone videos in their native vertical configurations ; The latest trailer for Men in Black: International is almost exclusively moments of Chris Hemsworth and Tessa Thompson goofing around with sci-fi tech. And to keep the movie from (somehow) getting too serious, it seems that a tiny alien voiced by Kumail Nanjiani will be following them around pretty much the entire journey. The film comes out on June 14th. Watch the full episode and join the conversation at startupminute.co.

This episode sponsored by Hiretual.com BOSTON FirmPlay (firmplay.com) is launching a new employee referrals solution that instantly sources top talent from 100% of your employees’ networks, instead of the 3% that your employees can remember when making a referral. As a result, cut time-to-hire in half and grow referrals to over 50% of hires, all while boosting diversity and retention. How does it work? In just a few minutes, your employees upload their contacts to FirmPlay, which then does the heavy lifting of sourcing referrals by matching those contacts to your open jobs. FirmPlay even gets your recruiters a warm intro to matches from the employees who know them the best. FirmPlay is currently in beta and working with forward-thinking TA teams – to inquire about joining their beta, send a note to jason.rivas@firmplay.com SAN FRAN Jyve, the leading platform for in-store flexible and skilled labor, today announces it has raised $35 million in aggregate funding from SignalFire, Crosscut Ventures, Ridge Ventures, and New Enterprise Associates. By offering a Skills-as-a-Service platform, Jyve intelligently matches the needs of enterprises with the right skilled labor at scale, at the right time. After three years in stealth, the company has reached $400 million in bookings from top grocers, brands and retailers; to meet growing demand the company is welcoming Anu Gupta, formerly Target’s Senior Vice President of Strategy Execution and Operational Excellence, as Chief Operating Officer and Ralph Leung, a former Morgan Stanley senior investment banker, as Chief Financial Officer. Jyve’s proprietary Skills-as-a-Service platform uses machine learning to source and identify certified, skilled talent (Jyvers) based on the merchandising and digital shopping needs of retailers and brands. By offering enterprises quality talent, Jyvers accomplish a variety of in-store jobs (Jyves) including merchandising, stocking, ordering, display building, e-commerce fulfillment, brand ambassadorship, shelf auditing, and more. As Jyves are completed, companies, for the first time, gain real-time insight into on-the-ground demand and performance. HOUSTON GoCo the easiest to use all-in-one HR and benefits platform, announced a $7 million Series A funding round led by ATX Seed Ventures alongside the investment arm of UpCurve, Inc. (“UpCurve”), the small and medium-sized business (SMB) solutions provider, among other strategic investors. The new capital will be allocated to hiring across all departments, further platform development to extend the breadth of offerings and to broadly expand the company’s customer base. Over the past two years, GoCo has grown its customer base of employers into the thousands, increasing the number of individual GoCo users by 10x. Customers of all sizes and verticals have adopted the platform, including retail and gym franchises, school districts, technology companies, real estate brokerages, healthcare hospitality organizations and more. To support this rapid growth, GoCo plans to quadruple its number of employees in 2019. This Series A round brings GoCo’s total funding to $12.5 million. GoCo is backed by additional investments from Salesforce Ventures, Corp Strategics, GIS Strategic Ventures, the venture arm of Guardian Life Insurance, and Digital Insurance, the largest employee benefits-only company in the US. ATX Seed Ventures is investing for the second time. PENNSYLVANNIA AMBLER, Pa., Jan. 30, 2019 — Phenom People, the global leader in Talent Relationship Marketing (TRM), today announced Phenom Bot and Phenom Bot Plus, enabling real-time candidate messaging to engage with active and passive job seekers. Powered by conversational AI and available on Phenom Career Sites, talent acquisition teams can now use bot technology to provide increased personalization, while automating the qualification process, interview scheduling and answering candidates’ most frequently asked questions. This automation enables TA teams to spend quality time with candidates and less time in the crux of administrative tasks. Phenom Bot and Phenom Bot Plus are available now. “Conversational bots are leaving their mark on all aspects of life — talent acquisition and talent management are no exceptions,” said Mahe Bayireddi, CEO and co-founder of Phenom People. “For our industry, conversational bots are having the highest impact by enabling recruiters to automate the most time-consuming tasks. This allows for more meaningful, personal connections that candidates desire. The byproduct is stronger candidate experiences with personalization and immediate job search and apply functionality.” Phhenom Bot includes: Sourcing to fuel the talent funnel with quality candidates. Phenom Bot greets candidates on the career site with automated messages, asks candidate questions to learn more about their needs and personalizes the entire conversation based on the responses. Also included screening, scheduling and candidate FAQ   https://recruitingheadlines.com/firmplay-seeking-beta-testers-for-new-employee-referral-platform/ https://recruitingheadlines.com/jyve-raises-35m-to-offer-grocers-and-retailers-a-better-way-to-staff-up/   https://recruitingheadlines.com/hr-benefits-platform-goco-raises-7-million-in-funding/   https://recruitingheadlines.com/phenom-people-launches-bot-for-automating-the-recruitment-process/   https://recruitingheadlines.com/mya-automates-recruitment-for-60-retailers-during-2018-holiday-season/  

Produced by Foundersuite.com, "How I Raised It" goes behind the scenes with startup founders who have raised capital. This episode is with Keith George, CEO of CoEdition.com which makes a retail fashion marketplace for plus-sized women. CoEdition raised a $4 million round led by New Enterprise Associates along with General Catalyst, Primary Venture Partners and BBG Ventures, In this episode, Keith talks about identifying an underserved market (plus-sized fashion), "selling the dream" to investors vs selling on data, compressing the fundraising timeline, how he apprenticed at a startup before starting his own, and much more.

Dez Blanchfield talks with David Clark of David Clark Cause & Dr. Angel Luis Diaz, IBM VP Developer Technology, Open Source & Advocacy, about the Call For Code project, IBM’s role as founding partner, the collaboration with the UN Human Rights Office, American Red Cross, Linux Foundation, Angelhack, Cloud Native Computing Foundation & New Enterprise Associates. Call For Code aims to be the largest mobilisation of developers to create solutions to improve preparedness for natural disasters & relief. More info here => http://bit.ly/cfc000

In this week’s Breaking Health Podcast, recently installed Aetion CEO Carolyn Magill visits with BH host Steve Krupa to share the value-based healthcare story that helped the company raise $36.4 million in a Series B from investors including New Enterprise Associates.

There’s a gender imbalance in the technology field, including product design, development, and management. What can companies do to recruit and retain more women in technology product areas? In this episode, we hear from three product leaders—Leslie Witt, vice president, design at Intuit; Vanessa Larco, partner, New Enterprise Associates; and Erin Yang, vice president, platform technology product and strategy, Workday—who share their learnings and insights on women who build products.

Produced by Foundersuite.com, "How I Raised It" goes behind the scenes with startup founders who have raised capital. This episode is with Whitney Casey, CEO of Finery.com, a "wardrobe management platform" that helps women catalog their wardrobe. The company raised $5 million of seed funding in a deal led by New Enterprise Associates. Farfetch, BBG Ventures, Correlation Ventures, Next Coast Ventures, C Ventures, Halogen Ventures, Cotter Cunningham, Danielle Weisberg and Carly Zakin also participated in the round.

Chris Gladwin is the CEO and Founder of Ocient, a startup building software that enables sophisticated users of data to handle massive amounts of information fast enough to make real-time decisions. Two years ago Chris sold his data storage company Cleversafe to IBM for $1.3 billion. Cleversafe was the largest and most strategic object storage vendor in the world. The technology he started generated over 1,000 patents granted or filed, creating one of the ten most powerful patent portfolios in the world. Prior to Cleversafe, Chris was the Founder and CEO of startups MusicNow and Cruise Technologies, and led product strategy for Zenith Data Systems. He started his career at Martin Marietta, and holds a mechanical engineering degree from MIT. In This Episode You Will Learn: The story of Chris’s senior prank and the lessons around forming a team, have a vision, and setting goals that translate to being an entrepreneur The importance of not being too far ahead of the market and how you know if you have the timing right? His experience developing a tablet computer 20 years before the iPad Why Cleversafe was able to get a multiyear head start on everyone else in the industry  How storage worked before Cleversafe Why Peter Barris, Managing General Partner at New Enterprise Associates, doesn’t think Cleversafe could have happened in Silicon Valley How the sale to IBM came about Why you want to be bought not sold What it was like delivering the news of the sale of Cleversafe to everyone The impact on the Chicago ecosystem of the Cleversafe exit minting 80 new millionaires How Chris landed his first reference customer for Cleversafe How Chicago tech has changed since his first company in geography and scale Why we still need a Chicago tech anchor Chris's thoughts on Chicago's potential for Amazon HQ2 and what they should be indexing on Why Chris requires 5-8 nonstop flights a day to any satellite office location Chicago's biggest advantages over Silicon Valley? talent cost and talent retention The similarities between being a founder and a poker player Why you have to put yourself in a position to realize your ambition What Chris focuses on? Building the team, raising money, and building a pipeline of customer information and feedback into the company  The similarities between being a founder and a journalist Favorite Books: Snow Crash by Neal Stephenson The Codebreakers: The Comprehensive History of Secret Communication from Ancient Times to the Internet by David Kahn

Picture this: lightning strikes your dreamscape one unexpected evening, stirring you from your slumber with the almighty power of a flawless idea — an idea that will improve people's lives and solve society's problems in previously unimagined ways. Bleary-eyed, you type out the concept on your phone and fall back asleep, grinning at your genius. Morning arrives, and with it a sudden, nagging sense of doubt. Though still confident in the life-altering potential of your idea, the reality of the situation is hitting home — how are you actually going to turn this idea into a reality? What form will your product take in the physical world? How will you convince users of its benefits? When can you launch? Enter Vanessa Larco. A Partner at the Silicon Valley-based investment firm New Enterprise Associates (NEA), Vanessa has a passion for helping founders bring their products to life. Her years of experience in product management — including overseeing web and mobile apps at Box, and contributing to the teams on Xbox Kinect and Surface at Microsoft — have left her with clear eyes on what it takes to transform a concept into a real life, functioning product. Vanessa joins us for a conversation touching on what exactly the role of a Product Manager consists of, and the questions entrepreneurs need to ask themselves to make sure their products will strike the balance between revenue, engagement, and virality. Please enjoy our conversation with Vanessa Larco.

After capturing lighting in a bottle with Oculeve, Ali Behbahani, MD, partner of New Enterprise Associates, recalls the experience with the Dry Eye start-up and lays out his plans for investing in future ophthalmology start-ups.

This week, New Enterprise Associates – known to its friends as NEA – announced closing on a $3.3 billion venture capital fund, with roughly 10% of that total going to Medtech companies. We asked partner Justin Klein, MD, how might the $300 million or so invest in Medtech companies be deployed differently than in the prior fund.

Originally presented during the business aspects plenary session at Immuno-Oncology 360° 2017, Dr Axel Hoos of GSK discusses business models for complex science.  Save the date for the 4th annual IO360° conference, taking place February 7-9, 2018 in New York City. Dr Hoos returns as lead advisor, as well as moderating a talk called, "Investor Roundtable: The Role of IO within Large Pharma - Where Does it Stand?" with panelists from Citi, Atlas Venture, New Enterprise Associates, and SR One Ltd.

Bill Facteau joined Earlens Corporation as Chairman, President, and CEO in November of 2013. Most recently, he was the Vice Chairman of ExploraMed, a medical device incubator based on the West Coast and an Entrepreneur in Residence at New Enterprise Associates. Previously, Bill was at Johnson & Johnson from early 2010 through early 2012 as...[read more]Related StoriesWhy Intersect ENT is an Example of Hope for the Medtech IndustryAre Medical Device Models the Key to Building a Lean Medtech Startup?Substantial and Sustainable – 2 Words That Medtech Companies Should Get Used To

We are living in the digital sharing economy and where anyone can see an idea turn into a million dollar start-up. Knocki for example hit Kickstarter aiming for $35,000 this week and 24 hours raised 300,000 as I record this episode. BUT what about the venture capitalists who are looking for the best ideas to invest in? How do you get your idea in front of them? New Enterprise Associates is a global venture capital firm helping entrepreneurs build transformational businesses across multiple stages and sectors. I invited General Partner Harry Weller onto the show who is one of America’s top venture capitalists with honors including being the Forbes “Midas List” nine years running. But I wanted to learn more about his passion for technology, his journey and how he enjoys helping others on theirs. Harry has a wealth of experience in the tech industry and he has enough stories for 10 podcasts, but it’s a massive privilege to get him on here for the first time. Guest Info http://www.nea.com/