Peter Zhou

Wendy Xiao, Molly Alter, Aaron Liu, and I recently hosted a dinner with CMIO / CIOs from top NY health systems and execs from startups who are building solutions across the care delivery and back-office billing stack. A few takeaways: - Delivering value-based care at scale changes the incentives for health systems in such a way that they require unique point solutions that can help them triage and manage at-risk patients. - While scribing platforms are certainly powerful in the administrative burden they can take off of doctors, their full value may not be unleashed until they can convert notes into the appropriate fields / codes for billing. - More attention needs to be paid to social determinants of health. For example, certain types of new addiction treatment, like gambling, may soon be covered by insurance if data continues to show that there are serious negative health implications for people affected. Treatments like Ozempic are also showing promise in the field of addiction. In the coming years there will an increasing acknowledgment of how interconnected social factors and medical health are across all patient populations. If you’re a healthcare exec looking to learn more about what the next generation of healthcare IT startups are building, or a healthcare startup looking to get involved, please reach out. cc Northzone

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Building and supporting companies within the #VentureStudio model puts our team in direct communication with a lot of #founders. This is among my favorite things about working at the 9point8 Collective. After a handful of calls with early-stage founders today, I began to think about the things I appreciate about them. The list includes more than the three qualities I’ve listed below, but these ones really stand out to me: ↗ Optimism. It's a hard world, y'all. Founders see challenges as opportunity. What an awesome quality in a human being. It makes me want to be around them. 💪 Grit. Nothing worth accomplishing comes easily. Founders get this. They accept that failure is on the critical path to success and they push through it. 🏃‍♀️ Hustle. With scarce resources, founders create lasting value, fast. They put superhuman effort forward to make that happen, building a vision into reality. It’s inspiring. Venture Studios celebrate all of the above and provide critical support to #startups and their leaders - when they need it the absolute most. This is a big part of why I love the model - and my job - so much. What qualities do you admire in founders and #entrepreneurs? Neal Ghosh Blair Merlino Evan Allen

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The journey from $1 to $10M in ARR is typically an exercise in finding your first channel-market fit as a GTM/Marketing leader and/or founder. After prioritizing the top 1-3 channels you believe are most likely to be a fit for your product, finding channel-market fit is typically an exercise in experiments and iterations. If you’re flying blind bc you don’t have the systems, processes, and data hygiene setup to measure and test quickly inside a framework, it’s going to be a difficult journey. Check out the podcast I did with the team at Evron for more mistakes to avoid on your journey from $1M to $10M ARR.

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How does David beat Goliath aka early-stage startups close candidates also interviewing at FAANG / larger companies? Generally, they don’t, but here’s what @SingleSprout's data (80% offer close rate in last 6 months) says: 1) $30k: If the offer from a big company exceeds yours by over $30k, you're very likely not going to get that candidate. 2) # of Competitors: A candidate considering one large company might still be within reach. However, the more large companies they entertain, the less likely you'll get them. 3) Motivation: Understanding why a candidate genuinely prefers your company is crucial. Look for and test for interest in impact, equity, and the entrepreneurial journey. Unfortunately, most startups hiring on their own can't get this level of information from a candidate, and sadly waste a lot of precious time :(

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Learn how to fine-tune your product to meet market demands with strategic customer conversations and data-driven feedback mechanisms 👇 ➡ 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄𝗲𝗲: Brian Long, CEO & Co-Founder at Attentive 🔌 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄𝗲𝗿: Nick Moran, General Partner at New Stack Ventures and Nate Pierotti, Principal at New Stack Ventures ✏ “The Playbook to Finding Product-Market Fit, When Founders Should Begin to Scale, and Lessons from Building Attentive” ⭐ 𝗦𝗮𝘃𝗲 𝘁𝗶𝗺𝗲 𝗯𝘆 𝘁𝗮𝗹𝗸𝗶𝗻𝗴 𝘁𝗼 𝗮 𝘁𝗿𝗲𝗺𝗲𝗻𝗱𝗼𝘂𝘀 𝗮𝗺𝗼𝘂𝗻𝘁 𝗼𝗳 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀: 💬 "I think that what we got right were two things. One, I think that we talked to a tremendous amount of customers, before we started building things. So we learned to hear their problems, hear their issues, and then start building and assaulting those, you know, rather than kind of just jumping right into build-build-build, so that saved us a lot of time." ⭐ 𝗚𝗲𝘁 𝗾𝘂𝗮𝗻𝘁𝗶𝘁𝗮𝘁𝗶𝘃𝗲 𝘀𝗰𝗼𝗿𝗲𝘀 𝗳𝗿𝗼𝗺 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗾𝘂𝗮𝗹𝗶𝘁𝗮𝘁𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸, 𝘁𝗼 𝗼𝘃𝗲𝗿𝗰𝗼𝗺𝗲 𝗽𝗼𝗹𝗶𝘁𝗲𝗻𝗲𝘀𝘀 𝗯𝗶𝗮𝘀: 💬 "I think you're also looking at things like NPS, you know… because if that number starts dropping, it's often because you're no longer solving the problem." ⭐ 𝗧𝗮𝗸𝗲 𝗮 𝗹𝗼𝗻𝗴-𝘁𝗲𝗿𝗺 𝘃𝗶𝗲𝘄 𝗮𝗻𝗱 𝗵𝗮𝘃𝗲 𝗮 𝘁𝗵𝗲𝘀𝗶𝘀 𝗮𝗯𝗼𝘂𝘁 𝘄𝗵𝗲𝗿𝗲 𝘁𝗵𝗲 𝗺𝗮𝗿𝗸𝗲𝘁 𝗶𝘀 𝗴𝗼𝗶𝗻𝗴 𝘄𝗵𝗲𝗻 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝘁𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝘆: 💬 "I think that we've taken an even longer term focus. We know what can be big. And we know it's dangerous to start getting an ego to think you can do things because it's always very hard. You've always got to think towards taking a longer term view, having a thesis around that view, and then understand how the pieces can come together for success." ───── 👉 Follow me, Alexander Small, for tactics and strategies for building startups from industry-leading Founders, Operators and Investors

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Closing out on YC W24 batch with the ever-present question: Are YC Valuations Too High? 🔥The same burning question resurfaces whenever Y Combinator unveils its latest batch. At Acacia, we dive into this semi-annual debate with a nuanced perspective. 🎓Start with the fundamentals of SAFE agreements, which cap the price of equity in future priced rounds. Valuations are not being set, but expectations sure are. 👩‍🍼Next acknowledge that many YC companies are in their nascent stages, often pre-revenue and reliant on their first external capital, usually from YC itself. 🤝Not only are valuations not being set, but YC isn't setting them. Founders set caps and target raise amounts considering market trends, YC terms, feedback from angels and VCs, and more. With a low acceptance rate and strong historical track record, YC founders ask for more (right or wrong.) 👉The process is intricate and merits a careful approach from investors like Acacia, who invest in companies, not an entire batch. 🎰 Often, we encounter YC startups asking for valuations that seem to include every possible future success. Our Investment Committee carefully considers whether the price reflects real-world potential or an over-optimistic scenario. Companies that rank strongly on revenue but are fully priced at 40x or higher multiples risk being priced to perfection. The biggest risk here is being set up for down rounds, as companies can miss growth targets for many reasons (recently, macroeconomic factors like interest rate spikes.) 🎯As we navigate the complexities of startup valuations, particularly those emerging from YC, our goal at Acacia isn’t just to invest. It’s to partner with companies whose potential to grow and succeed aligns realistically with our assessment and market trends. 🎤What’s your take on YC valuations? Have you experienced similar questions or challenges in your investment decisions? Share your thoughts below.

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Yesterday we launched the next chapter of Pocus to help companies run ALL go-to-market playbooks, powered by AI. After 3 years building with the best leaders in GTM, this launch is a realization of our founding vision to unlock data for GTM teams. Isaac Pohl-Zaretsky and I built Pocus because we saw that go-to-market teams were desperate for accurate & actionable data. We started with PLG companies, who felt this pain acutely with product usage data. As we dug in deeper we realized there was an entirely new GTM motion — Product-Led Sales — that companies needed help building. With our customers and community, we built PLS from a niche strategy to a standard GTM motion. It has been incredible. This next chapter is a natural extension of what we’ve built in Product-Led Sales. In this next chapter of Pocus, we unlock ALL data (not just product usage), to power ALL go-to-market playbooks (not just PLS). We help customers turn all data into revenue, powered by AI. We’ll do this with 3 key product investments 1/ Enrich: unify customer identity across various data sources 2/ Engage: helps sellers reach out to the right users with the right message at the right time 2/ Optimize: help leaders copy & paste their best reps’ workflows Check out the blog Isaac wrote highlighting new features launching today and what’s coming soon (hint - it’s a LOT). We’re also co-hosting a webinar in a few weeks to talk through the state of the market, the trends we’re seeing, and how Pocus will help our customers continue to thrive.  RSVP at the link below.

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When I first read Jevgenijs Kazanins's very excellent fintech take on why Cash App Pay could be the next major driver of Block’s growth, I was floored by his initially compelling case that if Cash App can incentivize more payments payments volume to go through Cash App Pay, they can drive massive gross profit uplift, because Cash App Pay’s take rate is substantially higher than Cash Card’s take rate on purchase volume (2-3x). But if it were true, why hasn’t Cash App taken advantage? Whereas Jevgenijs is more optimistic about the ~$2.5bn in GPV that Cash App Pay has generated in its first ~2.5 years of existence, I find it downright embarrassing. That’s less than 1% of Square’s GPV after two years in the wild? And that’s despite it being essentially pre-installed on every terminal with no change in hardware required. I started to have a sinking feeling that maybe something was missing in the calculus. And as I dove deeper, it became clear that the “magic” take rate uptick we thought we’d found was more of a magic trick, relying on some deception. The seeming increase in take rate comes about like this. Normally, when a Cash App user makes a purchase, Cash App acts as the Issuer which means there are several intermediaries between what the merchant is charged and what Block earns on the transaction, meaning its ultimate take rate is relatively low. But in the case of Cash App Pay, there’s potentially a few magic tricks at work. The first is that in this case, Block is facilitating the Square merchant’s acquiring POS AND it’s issuing the Cash App user’s debit card, thereby cutting the intermediaries down in the typical payments flow and seemingly increasing Cash App take rates by 35-50% (instead of just interchange, you’re now getting interchange and markup). But then gets even better with the second trick, because if you’re both the acquirer and the issuer, *you don’t even need the payment network at all*. You can simply move money by book transfer between your merchant’s bank account and your user’s bank account in a perfectly closed loop payment network. Suddenly, Cash App Pay has a magical 2.9% take rate with no money movement costs at all. The problem with these magic tricks, like the ones in life, is that they are actually using some deception to hide what’s truly happening. Let’s play it out. In the status quo, without Cash App Pay, Square would earn ~1.85% in acquirer markup and Cash App would earn 0.90% in interchange for a total of 2.75% in take rate. In the Cash App Pay case, Square and Cash App would split the 2.90% Merchant Discount rate they artfully charged without having any money movement. So instead of the 2-3x markup, the uptick is more like +15bps (+5%). So maybe there isn’t a massive take rate arbitrage, but Block should still be focusing on its closed loop payment network because it represents huge opportunity for other reasons. Read the full post at https://lnkd.in/d93nkn29.

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One of my proudest moments as an investor occurred today as Alaffia Health announced its series A because it shows how the Aperture® Venture Capital vision of multi-level, multi-generational #impactinvesting is succeeding in the marketplace. Here’s the model in its most basic form : ✅As diverse fund managers with meaningful capital to allocate, we are changing the VC landscape every day just by doing our day jobs. ✅As Black/Brown investors with ~40 years experience collectively, Aperture GPs have access to talent /excellence that others do not, so our portfolio *organically* is more inclusive by race, gender and geography even while optimizing for financial outcomes (all about the alpha). ✅Our most successful portco’s are using financial #innovation to solve market problems that impact underrepresented demographics and underserved communities. Alaffia Health is a shining example of the impact portion of our overall fund thesis, and we couldn’t be prouder of TJ Ademiluyi and Adun Akanni, MPH, PMP - the dynamic brother-sister founder duo whose vision we have steadfastly supported on their journey. Congratulations to TJ and Adun from William Crowder and myself, as well as the whole Aperture team- Marjorie King Philip McKenzie Yves Louis-Jacques Tanvi Lal Michelle Dhansinghani Lisha Bell Katie Kelly Amy Chung Cindy Chong, CFA Brian Fernandes-Halloran Monroe France Jayden Pantel Darren Herman Evan Wladis Neal Triplett Thomas Scriven Peter Ammon Irina Bit-Babik Tim Milanich Rob Rahbari

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I invested early in AI, recognizing its potential to improve how industries address major market challenges. And the companies I've backed personify AI’s impact: → Arcade helps teams streamline product demonstrations through content management and delivery. → Tennr (YC W23) enables healthcare practices of all sizes to optimize their back-office operations with enterprise quality automations. → Tonkean helps organizations achieve peak efficiency by using data to suggest ways to work productively and profitably. → SafelyYou saves lives by predicting when a fall risk is high, preventing incidents before they occur. The common denominator? AI has a real-world impact on each startup, whether that's: ✓ Uprooting inefficiencies ✓ Automating repetitive tasks ✓ Mitigating risks ✓ Making better decisions AI is the catalyst transforming industries, and startups that embrace it will come out on top.

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The above is all true, and I'd like to add a really important point. In the Bay Area, I observed that startups collaborate, partner, meet, etc - all in the spirit of the best possible user experience as an end in itself. The startups work together more. It's easy to get a meeting, you can basically show up to someone's office, just walk in, and you're welcomed. Founders work on "cool" experiences or tech first, and worry about financials second. In NYC I found the reverse to be true. It's harder to get a meeting with a founder. When you get one, it's like going to the dentist; the EA schedules a meeting with you 6 weeks in advance, upon arriving you sit in lobby and you wait until you are called. The meeting is transactional, a "novel" user experience or excitement around a technical breakthrough is rarely a main topic. It's much more transactional. This isn't a criticism in any way, it's just an observation that I believe explains why there are less household tech names coming out of NYC. Because if you look at the household tech names in the world - they always put the user first.

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I swear, sometimes as a founder you feel like everybody else is doing better than you. So it feels good to read EmCap's study and seeing that we're in the top quartile (in some cases, very comfortably) of startups on most meaningful metrics. What really popped out are the burn multiple metrics. Some founders are really flying dangerously close to the sun here...or maybe they have no choice as they have to choose either to grow inefficiently or not grow at all. https://lnkd.in/evkKCUJd

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Super helpful #Startup #Equity Calculator to determine the equity for early hires, thanks to Pear VC head of talent Matt Birnbaum! Thanks for sharing Pejman! 🙏🏼 You can read more here How to structure startup equity for early hires: https://lnkd.in/ggmpT5-Y Google Doc: https://lnkd.in/gjsvths6

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Should you ask a VC to sign your NDA before sharing information about your startup? Check out my latest Youtube video to hear my perspective on this divisive topic. I cover: - the reasons a VC will not sign your NDA - why its a bad tactic to ask - when its appropriate to ask Many startups thrive on outcompeting their peers through innovation. Its understandable that many startup founders will want to jealously guard information about their innovation, product, and business. But its not a good strategy to ask for an NDA because it creates unnecessary barriers and has very little utility in the early stage of the fundraising process and very hard to enforce. Also, there are ways to mitigate the risks of sharing sensitive info. I am not a lawyer, and nothing I say in this video should be construed as legal advice. This is my personal opinion from ~10 years of experience as a VC investor. #venturecapital #startups #investing #NDAs https://lnkd.in/dxyRyrbG

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A must-read from Todd Gardner for product leaders in all stages of startup and scaleup in this post-ZIRP era. Todd explains the economic context within which we can create a product strategy.

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Block, the parent company of Square and Cash App, aims to leverage its dual ownership to create synergy between its point-of-sale software and peer-to-peer payments app. Jack Dorsey, Block's founder, highlighted the advantage of having relationships with both merchants and consumers, stating it's a rare position in commerce and payments. Ryan Budd, Cash App's head of financial products, hinted at plans to integrate a small business experience into Square and incentivize Cash App users to engage with Square merchants. Block is focused on connecting Cash App's consumer base with Square's merchant network, aiming to transform Cash App into a consumer app for interacting with Square merchants. This move aligns with Block's strategy to dominate various aspects of the consumer ecosystem and potentially monetize consumer spending data for advertising purposes. Read More Here: https://lnkd.in/eh-8KS9V Eugene Tsay Wade Robison John O'Beirne Emily C. Chiu Eileen Wiens Jim McKelvey Branded Hospitality Ventures #innovation #venturecapital #hospitality #technology Owen Jennings (OBJ) Brooke Ellis Jamie (Russo) HicksMing-Tai Huh

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Nic Poulos and I wrote an essay for Euclid Ventures, "An Era for Vertical Software." The TL;DR is that vertical SaaS is a distinct, enduring discipline that we believe is poised to dominate the software landscape over the next decade.   "2024 will represent a turning point, perhaps even a new era for venture capital. While the fog feels like it’s lifting, the path forward isn’t yet clear. One includes a soft landing for the US economy and the continuing recovery of software multiples, with ZIRP-era behaviors continuing around hot themes. Another sees a recessionary period in which VC capital inflows remain stagnant and startup funding the year dips below $100B. Either way, a more measured VC market in 2024 is a certainty. For many investors, that will come with a rude awakening as their strategy becomes more difficult to execute or their thesis of choice is negatively impacted by tightening markets.    We see this reversion of the venture ecosystem to its mean as a strong tailwind for Euclid and vertical software. As a category, Vertical SaaS is uniquely well suited to thrive in volatile market conditions and produce fund-returning outcomes. The sections below aim to answer the question: why is vertical software different? Our answer discusses the factors driving the natural market resilience we see in vertical software as a category–resilience that will help them thrive in 2024 and beyond."

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