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Rob Garrett
Most family office principals don’t set out to become the operators of a complex institutional structure. Yet that's often what the role demands. Staffing, governance, vendor oversight, cost management—it compounds quickly. Understanding how to balance what stays in-house with what gets outsourced is foundational work, not a detail to revisit later. This article offers a look at how experienced principals are approaching that question: https://lnkd.in/eXjqWrRe
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Joshua Goodfield
My favorite notes in my inbox are often related to how VC Platform's annual comp survey has helped our community. We're grateful to our friends at Sequoia for co-captaining this project with us. This is our 10th edition (wow!) of the survey, and it has equipped thousands with data to drive difficult compensation discussions, better advocate for themselves, and understand career progression in our often idiosyncratic industry. If you work at a venture capital fund in a portfolio support capacity (e.g., talent, marketing, operations, product, etc.), please help us by completing this year's survey (link in the comments). The more who participate, the stronger and more useful the benchmark becomes. A big thank you to the folks who make this research possible (past & present): Dan, Kimberley, Brianna, Anna, Elyse, Abhishek, Brett, Dale, Erica, Huff, Lauren, Samantha, Stephanie, Rebekah, Marisabel, Chrissy, Sam, Sonya, Cory, Devin, Keji, Marianne, Annie, among many others!
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Keval Desai
There are few VCs who have the barbell experience of having analyzed both public tech companies & invested at the inception stage. It's like having a college professor who's also a kindergarten teacher. Our partner Elizabeth Harrow is such a unicorn. You can see why that's so useful in understanding what's going on today in her conversation with Clare O'Connor at Investor's Business Daily ... cc SHAKTI
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Matt Ocko
Yesterday, two DCVC-backed companies raised about a half billion dollars. In today's funding environment, that's not that exceptional... Together, the two companies just happen to enable gigawatt-scale AI compute, except in the unprecedentedly small space of only about 40 shipping containers, no exotic cooling required. You have to wonder what the US military might do with a gigawatt-equivalent of compute they could fit in a few C5 flights... or a 100MW-compute platform that fits in a single rocket launch... Even that, in DCVC's world, isn't that exceptional. We like to say we help make the impossible and essential, profitable and available. But what is exceptional, and this is a theme with us folks, is that they are each only two of many of our companies delivering robustly on outcomes considered impossible on VC dollars or in reasonable time, at the point when we backed each company from very early on: - a safe, cost-effective, meltdown-proof, truck-portable 1 megawatt nuclear reactor (Radiant, see https://lnkd.in/gF3JAHwS) for American energy dominance - American-made AI semiconductor chips that match or outperform everything else at 100x the energy efficiency, on off-the-shelf models (Mythic, see https://lnkd.in/gWFdvZFT) We were able to make the calls on these, and how they could work together, along with similar calls on all of their brother and sister impossible companies, because of a very deep bench of unified scientific, engineering, operational, and business building experience considered passé by a lot of other folks. It's how we make the exceptional routine.
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