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The platform role within the modern VC firm
In this episode of the Venture360 podcast, host Rachel Kualz speaks with Evan Walden from Getro about the evolving role of platform teams within modern venture capital firms. They discuss the importan...
The platform role within the modern VC firm
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Welcome to the podcast about all things Venture Capital.
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Brought to you by Venture360, an industry's most complete back office software solution.
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Venture360 works with progressive fund managers, investment group leaders, companies,
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and individuals all over the world to provide a full funding lifecycle management system.
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Now, let's dive into all things Venture Capital with your host, Rachel Kualz.
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Welcome everyone to Venture360's podcasts about all things Venture Capital.
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My name is Rachel Kualz.
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I'm Venture360's co-founder, CEO, and your host.
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Today, Evan Walden from Getro is joining us.
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Hi, Evan.
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Hey, Rachel.
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So as a former VC, there is a mantra I had for years, which is that we are betting on the
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jockey, but we buy the horse.
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And what that really means is that we're buying stock of a company, but really the performance
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with that company is completely dependent on the people running it.
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People are so, so important in everything we do, Inventure Capital, which is why I was
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so excited to have you on today.
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And I would love for you to start by telling our audience a little bit about your personal
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story and how you came to start Getro and what you guys do.
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Sure.
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Yeah, so my personal story, after graduating college, I got a job in sales and realized
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that that company really wasn't meaningful to me.
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The work wasn't meaningful and started to understand how important meaningful work was
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to me and how many people didn't have it.
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And that led me to starting my first business, which was a recruiting agency to help people
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find more meaningful jobs.
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And during our work with the recruiting agency, we started noticing that a lot of the
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best candidates were coming through referrals and relationships.
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And those are the people who tended to get hired the most.
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But for our clients, they were having a really hard time scaling that channel.
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And so they would hire us.
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So we thought that was really interesting.
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And ultimately ended up leaving that recruiting agency to start Getro.
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And this was maybe back in 2016.
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And the idea was, can we tap into these private communities and networks and relationships
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and help companies hire faster through connections in their network?
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And at the same time, help people find better jobs through relationships and trust.
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So we got really excited about that as a concept.
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And as we started to build the business, we started wondering how we could grow the business
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and what kinds of networks really cared about recommendations and referrals.
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And we were actually fundraising for the company.
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And a lot of the investors we were talking to were kind of like, hey, this could actually
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work for us.
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Can we buy what you guys have?
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And we didn't expect that to be our first market.
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But we ended up selling our first product, which was the job board product to the C's.
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And it ended up really taking off.
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And so we really ended up focusing in that market.
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And over the last three years or so, we've grown that market quite a bit.
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So we now work with about 250 venture capital funds.
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We have some other kinds of clients as well that we'll probably get into in the call if
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you want, but I think probably not.
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We'll just focus on the VC market.
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And we offer two different solutions.
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The first is a product called Get Your Jobs, where we basically aggregate all the open
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jobs across the portfolio.
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So any time a portfolio company posts a job on their career page, we grab it, pull it
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in and put it on a job board that lives on the VC's website.
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And the second product is called Get Your Network.
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And with that product, you can basically build a private talent community.
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So anytime someone from the fund meets someone great, they can refer that person into the
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network.
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And then portfolio companies can also log in and we facilitate introductions.
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So it's been a big learning experience for me without having a background adventure.
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And now the last couple years, getting to know quite a few funds, understanding some
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of the trends around platform, heads of platform, heads of talent, why the VC's may build
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out a team like that or why not.
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And maybe I'll stop there, but that's kind of high level about us.
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Yeah, I mean, I think back to my portfolio years ago of how many companies were just kind
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of being run into the ground.
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So you had great products, great concepts, even traction, just not the right team or people.
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And if there was a quick resource to reallocate, right, to be able to just put in a management
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team or again, just kind of shuffle talent in a way that made more sense, I think that
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we would have had a much, much performing portfolio.
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Yeah, I'll say I think that as venture capital is kind of exploded over the years, especially
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in the US, we're seeing funds also differentiate by adding value beyond just the financing.
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So as a company, obviously that hiring is the number one problem that most early stage
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companies face.
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So it's a great way for a fund to differentiate themselves and to add value to kind of make
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sure that they're competing for the best deals.
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Oh, that's interesting.
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So let's dive into that a little bit because some of the things that we like to talk about
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on the podcaster trends or things that people are seeing in the industry, maybe Evan,
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you could tell us a little bit more about this platform role and how it's evolving over
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time in the venture funds.
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Sure.
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Yeah, and I'll say this is a, this is from an outside perspective, right?
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So I've never built a platform team and I've never worked in BC.
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So I'll caveat with both of those things, but just say what I've been observing after
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talking to, I don't know, probably at least 500 funds, probably more over the last couple
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of years.
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So what I've noticed is that usually the fund will start out with a structure where it's
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like kind of a typical hierarchy of a principle or an associate that's helping to do diligence
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and supporting the general partners with making investments.
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And then at some point, the fund decides to bring on someone to support with things that
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are not related to the financing primarily, which I would broadly call the platform function,
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even if not necessarily everyone is called that, like not everyone has that job title.
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And usually it'll start with one person who may be the head of platform and they're responsible
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for lots of different things, probably a really strong generalist.
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They may have five to 10 years of experience in their career and their pie chart is usually
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supporting the internal team with a percentage of time, supporting on things like recruiting
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and talent, making introductions, helping to field inbound questions from founders around
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problems that they're having and then route the answers right away, whether that's a connection
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to a service provider or a connection to the right person within the fund or within the
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broader network of the fund.
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And then from there, it can take a couple different directions.
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I'd see most folks tend to take the talent direction just because it's an easy way to help
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and it's very high leverage.
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So we'll even see folks higher ahead of talent.
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It's just responsible for supporting the portfolio with hiring recruiting needs.
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And typically ahead of talent could either be someone who has a background in recruiting
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and is actually running searches or some folks take a more holistic approach and think about
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doing things like training, hiring managers or recruiters within the portfolio company
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is around best practices, bringing more resources to bear for the portfolio specifically
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to talent.
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And so we kind of see it like dovetail in those two directions.
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And then some funds will actually hire full-time recruiter and usually some of the big
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funds like in recent, for example, they have a whole recruiting team within their platform
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function, but most funds don't have multiple recruiters, especially not funds that are
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on the smaller side.
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So that's kind of how we've seen the evolution and I think in so far as our product is supportive
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for folks who are performing a more in our platform function, a product like ours can
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be really helpful because it just gives a lot of leverage to that person bringing all
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those jobs together and bringing the network together in one place makes it much easier
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for them to make more introductions faster and using less email and that sort of thing.
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So that can be a nice value ad.
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And then even as the platform function gets more mature and there may be folks who are
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focused on talent, we see the head of talent or internal recruiters focusing more on the
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executive level searches typically.
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Obviously, they may be helping the companies with hiring within the C-suite and so a
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tool like ours becomes valuable to support with the lower level roles or even up to the
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senior level roles.
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We're not necessarily pitching our product as a way to hire in the next COO of a C-R-C company,
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but it's more of a way to manage the network.
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So if you have a recruiter working on one or two executive searches, they can also be doing
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more general networking with our product.
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Fascinating.
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Yeah, I guess that's one of those roles that by default would come to a fund manager,
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right?
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Because you happen to be the contact of the portfolio.
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But knowing that that's evolving into its own role, like more portfolio support when
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you're calling platform, it's really, really interesting.
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It's an interesting trend to be aware of.
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Like can you explain and go a little bit deeper?
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Yeah, so it's funny because right around the time that we started company, this concept
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of the platform team within a venture fund started to become more popular.
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So we didn't understand this at the time, but we've kind of tracked this trend now over
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the years.
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And if you're curious about this, there's a great group to check out at vcplatform.com.
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And then basically a professional community of anyone in venture globally who works in
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a platform role.
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That particular group that I just shared when we first met them, I think they had maybe
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like 20 or 30 members.
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It was started by Maria Palma in New York City from R.E. and the handful of other folks.
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And every year they've like doubled or almost tripled their numbers.
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And I think now the last time I heard there's almost a thousand people in this group who
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are representing vc's all over the world that think that this is a valuable function.
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So I think for most of the larger funds have a platform team of some kind and it's almost
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becoming kind of table stakes for some of the bigger funds.
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And so why do you think that vc's need to provide additional value outside of capital?
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Do you think they just find themselves getting them barred with portfolio companies needing
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help and just in a way to protect their assets, finding ways to provide that help efficiently?
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Or is it they need to be deal competitive?
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Because this deal competitiveness is highly geographically segmented.
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Yeah.
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Depends on where you are as to whether or not you're competing for deals basically.
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But what do you think is actually just adding that?
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Well, there's definitely a marketing component when it comes to deal competitiveness.
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But I don't think that's the primary reason that actually causes people to build out these
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teams, especially beyond just one individual on the team.
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I think the reality is that most vcs are helping their portfolio companies already in different
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ways and they realize that hiring is an amazing way to help.
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And typically the individual has a great network.
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If they're venture capitalists, they've been in the community for quite a while.
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They've built lots of relationships.
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But it is very time consuming to actually navigate those introductions.
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Be proactive on that because it just takes a lot of time to understand what every company
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needs.
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And so usually they're just helping a few of the companies maybe that they've led deals
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in or they're on the board of.
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And so I think as the fund gets larger, there's more partners, there's more people in the
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fund.
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The network becomes fairly expansive and it's a huge asset to bring to bear to support
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portfolio companies with their growth.
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But navigating that as an individual, you know, along with all the other things you have
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to do is just very time consuming.
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So I think hiring someone in the platform role can kind of aggregate that up to one person
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to be more efficient.
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At the end of the day, if the company is hiring great people and growing faster and having
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less turnover, then they're going to generate better returns and the fund is going to meet
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their goals.
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So I think it's pretty quantitative thing, you know, in terms of like adding to the
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about adding value to the bottom line of the fund.
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But I do think that one of the challenges in this role is measuring success.
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A lot of these folks are measuring success based on successful introductions that they make
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or kind of like net promoter score type of metrics around how founders think about the
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platform role.
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But it's a fairly new concept.
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And so I think the industry itself is still figuring it out.
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So do you think that's why you kind of hit this unintentional nerve with VCs is that when
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you were going out and kind of talking about raising, hey, this is what we do and they're
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like, oh my gosh, this is a huge headache I have because I'm trying to help my portfolio
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companies and protect my assets and talent acquisition is not what I do, which is what
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your product helps them organize their network effect in a way that makes it efficient for
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them to help their portfolio companies, right?
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Yeah, absolutely.
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I think we definitely got lucky on timing in that sense because we really have ridden the
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wave of this platform function really increasing with the funds.
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And I don't think that the broader ecosystem really knows about this function yet.
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So there's not a lot of tools specifically designed for people who run platform at
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a venture fund.
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And it's kind of a small market in that sense.
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And we can talk about that as well as why we think that's still very interesting from
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a business standpoint.
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But we're definitely one of the first tools that is specifically targeting that user persona
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of the head of platform within a fund.
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And so we've designed it with those people literally hand in hand.
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And so all of the features that we've built are very specific to their needs.
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And yeah, I mean, if you have 100 companies in your portfolio and you're interested in
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helping them and you meet an amazing person who's very highly placeable, how do you know
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which company to introduce that person to?
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How do you know what jobs are open?
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How do they know what to opt into?
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But back and forth over emails, it's very time consuming.
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So we've tried to address some of those things and just increase the frequency of the interest
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being made.
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And then also, I think we're one of the only tools that helps measure the actual output.
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And so our get your jobs product measures things like clicks on jobs and how much traffic
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you're generating for your portfolio.
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We get our network product tracks introductions.
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And so that really helps to bring more quantitative data to the process.
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And so also how, you know, like a job seeker lives like because lots of people want to work
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for startups.
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But it's hard to find the startup, find the job, find, you know, so being able to grow
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a VC because they go directly through the VC's website, right?
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And they can get access to that.
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Yeah.
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And one thing that's interesting that we noticed about job boards typically is that if everyone
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is forced to post a job manually, number one, people are not going to remember to do that.
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So the hiring managers are the founders, the recruiters.
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They don't think about all the different job boards that usually are just posting on
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the handful.
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So they may not remember to post on a niche job board like a board on a VC's website,
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for example.
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So it doesn't have all of the jobs in the portfolio.
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It just has the ones that people are remember to post.
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And then not to mention, they forget to take it down.
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So once a job is filled, no one's thinking like, okay, what are the 50 job boards I posted
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this to?
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They just move on.
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So the data on manual job boards is incomplete and tends to be out of date.
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So as a job seeker, when I'm going to that page and I see two jobs that are out of date,
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I'm thinking like, okay, I can't really trust this as a resource and I don't come back.
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But by aggregating jobs from the career pages directly, we have all of the jobs.
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And then we're also taking jobs down when they're going to take them down from the career
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page.
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So it's really nice because no one needs to do any manual work of posting jobs or taking
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jobs down.
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It's just automatically happening in the background.
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And for the job seeker, they're seeing job opportunities there that aren't really
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on major job boards because maybe the company itself is thinking, all right, we'll spend
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$200 a job post on LinkedIn for these five jobs.
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But for the other five, we can probably find these easier.
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And so we're just not going to post them.
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So the inventory itself ends up being a bit hidden from job seekers unintentionally.
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So doing it this way unlocks that inventory in a way that we weren't really thinking
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about initially, but we've been hearing that a lot from the job seekers.
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Interesting.
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And in my very humble opinion, it would seem that the venture industry in earlier stage
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companies tend to attract some really, really high caliber talent because people who are
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really good at what they do really like to build things be more directly involved in orchestrating
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the success of a company.
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So you attract a certain kind of person to earlier stage companies.
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I know you guys are supporting BCs at every stage, but really at hundreds and hundreds
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of employees, you're still very early stage company.
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So really, you're also kind of by default developing a very robust database of pretty
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premier talent, right?
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Yeah, and that's that actually makes me think of something that's been happening over
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the last six months or however many months were in now.
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I feel like COVID's been like a time warp, but yeah, we've seen that in a lot of portfolios,
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there are companies that have been effective to the point where they need to do some pretty
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substantial layoffs and the VC kind of becomes the essential node where, you know, those portfolio
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companies can share talent with the VC, then the VC can share talent back out to another
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portfolio company that may be doing really well.
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So there are people coming in and out, you know, at the founder level who may be starting
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something and then have it fail, but even as the companies grow, you know, when there
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are situations like this that are totally unprecedented, the VC becomes a real player
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in the game beyond just the money conversation and the talent conversation, which in some
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cases, you know, can be even more valuable.
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Right, exactly.
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So how do you guys make money?
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What's the revenue model?
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Who gets charged?
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Yeah, so it's a subscription model.
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So we charge the fund based on the number of companies in the portfolio and then the
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pricing kind of scales up as the fund scales in size.
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So then they just put this on their website.
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Is that a link I'm kind of getting into the details of it?
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Because I think by now people are really like, yeah, so it's just, we build out the page,
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we custom brand it for the fund so that it matches the look and feel of the website and
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the job seeker really feels like they're still in the ecosystem of the fund itself.
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And then it's very easy to get started.
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We really just need a list of the portfolio companies and we build out the board.
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You prove the design and then we launch it and we maintain that page.
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So there's no technical integration necessary.
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And if you can see examples, if you go to like jobs.textars.com or graylock and square
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ventures, layer hippo, we're working with a bunch of funds.
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I just kind of start googling around jobs and some of the venture funds that you like.
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You can find some examples.
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Jeez, no one's ever heard of those.
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Yeah, well, I feel like I, when we were first starting out, I was like, oh, God, this is hard.
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And now I think we've, we've definitely established ourselves well in the industry, which is
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really cool.
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And I mean, like I said, I had no real experience in VC.
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So it's been very interesting to learn about the VC world through growing a product that
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serves them because it is at the beginning, we would have very funny conversations where
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I'd be talking to someone and they're kind of like asking me questions about the business.
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Like, well, what's the big vision or how do you really feel like asking me strategy questions.
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I'm like, wait, this isn't a pitch.
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I'm actually trying to sell you a job board.
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We have a good laugh.
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Oh, you don't want to ever go to dinner with me because I can't help it.
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Any conversation I'm ever having, I'm working revenue models and probabilities and like
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yeah, the super nerd, you really just don't want to have around just anyone, right?
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Well, it's pretty, it's pretty great because I mean, to get like free business consulting
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advice on, on every phone call, I mean, we, I think we've definitely made strategic
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choices based on conversations we've had with customers in a way that, yeah, if I was
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selling a different product in a different industry, I don't think that would be happening
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as much.
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Yeah, I mean, being a VC for as long as I wasn't, gives you a really interesting look
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at, because you have a very high level look at a lot of things.
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There are different kinds of businesses, at least we did because we weren't industry specific.
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And so you do, you just kind of run a vernacular for finding the holes and things because really
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that's your job for the most part.
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If you're going to invest in something to identify the holes, understand how they're going
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to mitigate the risks and all those good things.
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But again, not great dinner conversation.
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Evan, tell me a little bit about because you've been on both sides of the table now because
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you've raised funding, right?
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Like you guys were in a tech start program.
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Yeah.
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Yeah, we went through the tech start program in Boulder in 2017 and then bootstrap the company
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up until the fourth quarter of 2019.
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So fairly recently and we raised a venture round at that point.
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Way to get that in before the world fell out.
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Oh my God.
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That was in same timing that nobody ever could have seen coming, but you were very happy about
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that.
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I bet.
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I think it's sometimes the coolest thing when life either works out, it always works out
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the way it's supposed to, right?
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But when you, something, you're like, oh my gosh, like if you had even related a quarter,
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right?
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Yeah, which we were initially planning to do and then we just ended up meeting some folks
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who wanted to lead the round and it was a really good fit and we went for it.
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But yeah, it was, it was very fortunate.
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Look, you're in with some really marquee names in the venture community.
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So kudos on that.
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You guys have gotten really great traction.
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You obviously have a good product or they wouldn't be using it.
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So what's kind of the long term vision and mission for you guys are going to go next?
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Yeah, so there's two things as it relates to the BC community that I'm that we're really
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excited about.
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I mean, there's probably more but a couple of things that come to mind.
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One is that we've noticed our customers telling us like, hey, this is great.
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You guys are helping with talent and making talent introductions, but actually make other
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kinds of introductions as well.
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So I might introduce my founders to mentors in my network who can help them solve specific
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problems or I might be co-investing with other kinds of investors that I want to make
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introductions to or there might be service providers that were connected to who we want
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to introduce.
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Can you help with that?
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So we've been thinking about how does the platform expand beyond just job seeking and into
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any kind of professional introduction that is happening within a professional network
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like Adventure Fund.
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So that's been one really exciting pathway that we're looking forward to building toward.
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The second thing that we've noticed is that some of the funds we talk to are interested
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in our help in filling the talent network.
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So they may have a great community or access to great talent within their personal networks,
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but they are interested in having more exposure to other kinds of talent and then and
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being getting some credit for connecting most people to the portfolio companies.
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So we've been exploring different kinds of partnerships and relationships with professional
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communities, especially those who are focused on diverse populations to actually start sourcing
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talent and connecting that talent directly to the portfolio companies or through the
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Adventure Fund relationship.
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And I think this is something that I hope we will continue to see momentum on, if you're
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paying attention at all in the tech community and in Adventure specifically, diversity
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has been a really big part of the conversation.
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And when it comes to referrals and introductions, there's a typical critique that says, you
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know, if you're, if you look a certain way, you're most likely to get referrals to your
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network to people who look like you do.
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And so if that's happening, how do we make sure that these ecosystems are more diverse
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and how do we make sure that there actually is equal opportunity for everyone?
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And to me, I think a really interesting answer is helping to connect VC communities with
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diverse communities who don't typically get exposure to VC's, but could be really interesting,
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both from a deal flow standpoint, but also from a talent standpoint for the portfolio
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companies.
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Well, that is something near and dear to my heart as a female founder in the Fintech industry,
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right?
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Let alone forget trying to raise capital as a new fund manager and being female, like
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that's a whole other podcast.
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And even being, you know, a female founder in Fintech, you know, a more traditional Fintech
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founder, obviously, is not female.
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So that's near and dear to my heart as well, just because I think as long as you're a top
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performer, you should be able to get to the same starting line.
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And I think that's the problem is that the starting line is not the same for all of us.
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We all, I think, should have to compete fairly, but, you know, if the starting line just
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isn't fair.
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So we have another cast that we did earlier.
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And as someone you should probably meet, because I'm also a big fan of Quant funds.
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So funds that strictly invest based on quantitative data.
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The biggest criteria that one of the fund managers we interviewed previously called kinetic
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is that they very purposefully do not screen for any personal biases.
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So they do not know the sex of the founder before they fund them.
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They don't know the race.
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They don't know the gender.
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But I already said that.
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But, you know, they eliminate all of these personal biases so that they're funding the
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top performers.
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And their portfolio is a fascinating data set of how it's really skewed towards a very
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diverse group and how certain people are outperforming others.
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It's good stuff.
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Yeah, that's awesome.
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Yeah, I think, I think some of that, some of the tools are available to
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withhold that kind of information can be really powerful to reduce unconscious bias in
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the moment of decision making, both for investing and also for hiring.
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And I also think that, you know, getting actually tapping into these new communities that
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maybe a VC doesn't have exposure to and sourcing people who don't look like the typical portfolio
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founder can also be really interesting.
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And it's tough, both for VC's and also for, you know, early stage companies when they're
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hiring to do the work of going out and finding those communities that are different from
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them.
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And, you know, when you have a million things on your plate, it does take some extra work
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to do that.
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I think it's worth that work.
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And I also think that companies like ours can bring those communities to the table to
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make that work easier.
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And I think if that's happening, it increases the likelihood that the pipeline of hiring
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or the pipeline of investing will be full of more candidates who are diverse.
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So it doesn't just rely on that unconscious bias in the decision making moment that it's
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actually bringing more people into those conversations.
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And it's even a bit of a self-fulfilling prophecy right now and self-perpetuating.
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Because just like we open to this podcast and part of the value you're bringing to this
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VC's is they have this network effect, right?
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And it is a very closed network.
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So the venture community typically, you know, they're sourcing deal flow from what they
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consider trusted third parties, right?
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And those trusted third parties are part of another closed network.
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So you end up just perpetuating kind of the same turn of people and companies and things.
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So it is the same with your hiring, right?
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You guys are providing network effect.
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It's just that unfortunately that's a very closed network.
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And it's probably that way and it is that way just because that's the most efficient
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way to, you know, get them what they need quickly and know and once review thousands and
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thousands of funding applications.
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But with all of that being said, you're also limiting your scope.
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And in doing so, you're cutting out a whole swath and potential, both deal flow and hiring
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and everything if you're not, you know, expanding that network, which I think to your point
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of if we can find a way to expand the network outside of that closed group in a way that
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eliminates personal bias, then we're really on to something as a society, I think.
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Yeah, totally.
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And I mean, we see outside's returns being generated in funds that are doing that well.
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So there's a financial reason to do this.
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It's not just like, you know, because you want to be a nice person and give people opportunity.
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Like it really is a, it really does create outside's outcomes when you have that.
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We have exposure to different angles and people with different kinds of ideas.
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Yeah, that's the beauty of capitalism, right?
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I mean, perpetuates the end game.
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Again, there should be just fairness in the starting line as long as the competition
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is the same.
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So I think that's pretty cool that you guys are cognizant of that, especially that the
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industry seem more cognizant of the fact that we could all be doing better.
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And especially if it helps the bottom line, to be honest, that's our job.
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Is there anything else that you kind of wanted to add before we close out the podcast here
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about maybe things that you're seeing in the venture industry or I know you guys are
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a global company at this point or in hiring or trends that venture funds should be aware
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of in hiring, you know, anything else that you're seeing or want to leave?
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Well, one interesting thing that we decided to do when COVID-19 hit was we started a new
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community ourselves called getro.org, which is something that is a pro bono resource
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to the community.
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And what we've done is we've created a list of companies that are still hiring in this
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moment that are doing well.
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So there's almost, I think there's over 500 companies now on that list.
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We're aggregating all of their jobs there for job seekers to go check out what's currently
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available.
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We also power a talent newsletter, which we send now every week that highlights the best
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people that, and by best, I just mean kind of most higher people based on our subject
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that we find from layoff lists or from people who are reaching out to us and signing
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up.
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And that's a free resource.
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Anybody can sign up for it.
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And also we're happy to support venture funds.
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We do this for a bunch of our customers now.
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If there is a layoff happening, then we're happy to connect those folks to the companies
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that we know who are hiring in our network.
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So that's definitely something for folks to check out and go ahead and sign up to if you're
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interested in seeing that.
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And I think in terms of a broad trend, we've been a remote company from day one when
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we first started.
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So there's been a lot of craziness with COVID.
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But I think fortunately we had some of the best practices of remote work pretty dialed
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or at least we were aware of the problems before this all started to happen.
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I think we're going to see some pretty interesting challenges pop up in three, six, nine months
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when companies that have been forced to go remote are starting to feel the pain of
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not having those best practices in place or just not having individuals who get energy
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from working remotely.
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And I'm curious to see what happens when we start getting into that zone.
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I think that folks will be more likely to feel burnout.
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It'll be more important for leaders to be transparent with how they're thinking about
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things, documentation, the occasion become a lot more important when you're remote.
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You can't just grab somebody and ask them a question.
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So I think for VCs thinking about their investments and also just how to support their founders,
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really understanding the best practices of how to work remotely and sharing some of those
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resources with companies is just a super high leverage way to add value because everyone's
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just figuring it out on the fly.
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And even companies that have been remote for a long time in a way are figuring out on the fly
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because the tools are now getting a lot better but you know not perfect.
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And there's a lot of different workarounds and acts that people have come up with that I think
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because the VC has such an exposure to many different companies, you know,
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they're in a position where they can they can roll up some of the practices and share across
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the portfolio and add value in a way that an individual founder who's got, you know,
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50 fires burning at any time, maybe they're reading a blog post or listening to a podcast here
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and there but it's very hard to curate the best content on the stuff.
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It's just coming at you 100 miles an hour.
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So being a curator of good content and good ideas I think is something that VCs are very
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well positioned to do.
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Yeah, I agree. There's a whole other world that's opening up at the, you know, end of this very
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dark tunnel and in some ways it's really, really exciting but you know, change is always a bit volatile
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too, right? Yeah, and thank you for this opportunity.
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Oh yeah, well you're so welcome. I was just going to say I can't thank you enough for taking
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the time to come on today and talk a little bit about how Getro is really positioning the VCs
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to efficiently, you know, utilize networks to power the talent in their portfolio. And like I said,
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I think it's really probably the most important thing in, you know, someone's portfolio is the
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jockey, right? Like we talked about in the beginning. So thanks again, Evan. I'll be sure to link
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to Getro's website as I'm sure people are going to want to go and check you guys out. So thanks again.
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Yeah, thank you.