The Mosaic Series at Yieldmo

The terms “diversity” and “inclusion” have become increasingly paramount to CEOs, executives, managers and employees when focusing on the direction of their company. Their emphasis on creating a more heterogeneous team and inclusive environment has been pulled to the forefront of priorities and, not surprisingly, more people are becoming more aware and vocal. It is exciting to see open dialogues occur across companies, industries and roles, but more importantly, to see a wave of transparent communication and shared knowledge start to empower change.

There are several companies in our portfolio network that are spearheading this conversation. Included in the wave of frontrunners, a team at Yieldmo has founded “The Mosaic Series.” Their goal has been to create a transparent, open space for participants of diverse backgrounds to share their experiences, while generating actionable takeaways for companies to implement. Thus far they have hosted three events, each partnering with different companies and organizations, and focusing on different topics.

Thus far, The Mosaic Series has included Volume 1: Recruitment and Hiring and Volume 2: Interview Process. Volume 3: Allyship will take place on June 6th, with the goal of defining what a true ally looks like, and how true allyship manifests itself in processes within a company. Link to RSVP here.

Their last event, Volume 2: Interview Process, began with dissecting three interview questions, each submitted by a different company or organization.

Those questions were:

  1. Who was the best co-worker you’ve ever had and why?
  2. Have you ever been unpleased with your work? And Why?
  3. What are you not good at yet (personally or professionally)?

Interviewer feedback that came out of the discussion included:

  • Provide context for certain questions: preface by talking about the values of the company before asking the question. Hypothetical examples can help.
  • Be mindful of tone: Tone can make or break the experience for the interviewee, which will affect how they answer questions.
  • Being direct with questions, transparency is key: what values are you, as an interviewer looking to assess.
  • Provide an easy, comfortable environment for the interviewee
  • Have answers to your questions: Should be ready to answer the questions you are asking, especially when pertaining to the company’s values, culture, etc.
  • Communicate all of the above to your team. Interviews can’t be effective if every interviewer is not on the same page. This also minimizes personal bias when deciding who to hire.

The rawness of the discussion was palpable and, even with 40 participants you could feel each and every one of them engaged in the dialogue. The discussion ran long and 100% of the room still wanted to continue to the conversation! That is an incredible compliment to the organizers and speaks to the quality of the discussion.

Volume 3, on June 6th at General Assembly will cover allyship, and what that should look like in the tech community. I can’t wait to join them for that discussion. To register, please go here.

Lauren @ USV

Hi all,

My name is Lauren and I oversee Network Engagement and Partnerships at Union Square Ventures. For those who know me, you might think this “welcome” blog post might be odd given that I have worked at USV for 4 years. However, since it is customary for someone new to the investment team to write a blog post, I thought now is the time to share the evolution of my role and what I am currently working on.

While I have been here since 2014, my role has transformed quite a bit. For the last 18 months, I have been a part of our Network team, focusing on engaging employees at our active portfolio companies through communication and events as well as building partnerships, both within our portfolio network and with external organizations. During this time, we have scaled our network engagement quite rapidly and are excited to build more resources, access points, and customized programming for the 8,000+ employees within our portfolio of 70+ companies across the globe.

As in most things we do here at USV, my role’s central focus aligns with our investment thesis. For every project and initiative that I focus on, the fundamental goal is to help increase knowledge and access for employees within our portfolio. This can be shown through the 150+ events we offer each year, through our USV Network Slack with over 3,000 members, and via our Network Leaders Program, which empowers portfolio ambassadors to build and mobilize functional or regional communities through events and discussions.

As our portfolio continues to grow and evolve, I am excited to evolve with them! We learn from our companies, listen to them, and try our best to adapt our communication, programming and resources to what they need, when they need it. It’s been a pleasure to experiment with new ways to support our portfolio network over the past year, including launching a monthly diversity & inclusion series and our first-ever Women’s Executive Leadership Program.

I look forward to connecting with you! We are always looking for dynamic experts who can speak about leadership, mentorship, scaling and more. If you are part of an organization that can benefit our portfolio network, please also feel free to reach out at @lauren_maz or lauren at

Hi Everyone

I am a new analyst on the investment team at Union Square Ventures. I came to venture capital from the trading floor at Goldman Sachs. Before that, I worked in the Internet of Things group at Intel building out a pipeline for go-to-market solutions in different verticals (healthcare, energy, transportation, retail, etc). I completed my undergraduate degree in mechanical engineering at Stanford. I also have a minor in human biology as I am fascinated by the interdisciplinary approach to understanding humans beings - biological, behavioral, social, and cultural - especially how it ties into my design and engineering background.

In keeping with USV, I'm not necessarily focused on a sector, but on companies that broaden access to knowledge, capital, and well-being. I believe that a negative user experience is a big roadblock to consumer uptake across industries. Among USV’s investments are companies such as Codecademy, which finally made it easy to learn programming, Funding Circle, an easier way to access capital, and Splice, an easier way for musicians to create. The common thread among these companies is that the user is the priority. I look forward to working with companies across many industries to learn how the user experience can be transformed with technology and data.

In my free time I love to travel, read, and ski. Recent trips include Gujarat and Rajasthan in India, the Argentinian side of Patagonia, and national parks in Utah and California. In terms of books I like, previous coworkers recommended Grit by Angela Duckworth and Decision Traps by J. Edward Russo, both of which are fantastic reads. I am currently re-reading Howard Zinn’s A People’s History of the United States and slowly making my way through Shantaram.

Please reach out anytime at naomi AT usv DOT com or follow me on Twitter @naomics2. Talk soon!


Hey Everyone –

I’m Zach, one of the new analysts at USV. I'm excited to be a part of this team and eager to find and support entrepreneurs on their quests to innovate.  

I started my career at BlackRock, where I worked with institutional clients to better allocate their defined contribution assets (retirement savings). Then, I was bitten by the startup bug and joined MyPizza—now Slice—as the first business hire. Slice provides independent pizzerias with technology and consumers with the ability to order from their local pizzerias. While working as a business analyst, the role took me from downtown meetings at pizza joints all the way to our Macedonia offices to work with the operations teams.

I then transitioned to product management, spending time on consumer-facing and operations products. My excitement for providing (often) non-technical pizzeria owners with a modern toolset to operate in the digital age aligns with USV's Thesis 3.0. I'm looking forward to exploring consumer businesses that broaden toolsets and the back-end SaaS companies that enable them.

Outside of work, I like to think about how and why people make decisions, play chess, and experiment with weird food combinations that should be considered delicacies (Diet Coke finally took my advice and mixed with orange juice). I used to believe I had a chance at being the next Patrick Ewing, but I’ve resigned to weekend open gyms for now.

I look forward to chatting with as many of you as I can and feel free to ping me for pizza recommendations while my taste buds are still fresh.

Please say hello @zgoldstein1 (disclaimer: I’m new to the Twitter game, so any tips are appreciated and all mistakes are my own). Or, get in touch the old-fashioned way with an email to zach AT usv DOT com.

Shapeways Expands Services for Creators

Shapeways has printed over 10 million different products. This has allowed Shapeways to hone its printing and logistical capabilities. Along the way, the team has also developed great insights into the needs of creators. We are excited that Shapeways is expanding its service offering accordingly:

First, for those who have creative ideas but need help with 3D modeling, there is a new service called Design with Shapeways which helps people find a 3D modeler.

Second, for creators who want to go beyond static models, Shapeways now helps develop customizer capabilities based on its ShapeJS technology. To showcase these capabilities, Shapeways is launching Spring & Wonder, a jewelry experience.

Third, in addition to its existing marketplace, Shapeways is now helping creators build storefronts at custom domains that are fully integrated with the Shapeways production system, including printing and advanced logistics (such as custom packaging).

All three of these new services are furthering Shapeways mission to help creators design, make and sell their products. We are participating in the company's Series E financing that supports the rollout of this expanded offering under the leadership of Greg Kress who joined as CEO earlier this year. You can read more about the financing and the new services on the Shapeways blog.


Welcoming ShopShops to USV

We are excited to announce our recent investment in ShopShops and welcome them to the USV network. 

ShopShops is an interactive global commerce network. Right now, a group of fashion forward US based hosts livestream themselves browsing, trying on merchandise, and reviewing product across a wide array of retail stores so that Chinese shoppers can watch, comment, interact, and purchase in real time on various platforms. Over the coming months and years, this will expand to create a web that connects customers and merchants around the world in an engaged community moderated by a decentralized network of hosts. ShopShops handles payment, fulfillment, and logistics to make sure international consumers receive the goods they bought on the platform.

ShopShops is an example of our thesis around broadening access. It allows consumers to find and buy product from makers and retailers across the globe as well as connect with other users who share tastes and interests. Similarly, retailers can quickly and easily expand their reach to customers quite literally a world away.

The opportunity to build a major commerce platform that satisfies a different set of consumer needs than Amazon is particularly exciting. We believe that consumers’ desire for fun, experience, connection, and community remains strong despite the growing access to speed and convenience. Many of ShopShops users come back as much to watch and follow the hosts they feel connected with and similar to in style, shape, or personality, as well as to chat with each other, as they do to make purchases.

The progress and opportunity in livestreaming makes it the right time to start a platform like ShopShops. Real time viewing allows customers to relate to both product and community in a new way. They can interact with the hosts, who they feel inspired by and connected to, and impact the direction the stream takes. It is a combination of the fun and experience of browsing through a store with the convenience of doing it all from a mobile phone and the excitement of having a style guru you admire to help. This engagement creates not only a customer but a fanatic one that tunes in more, buys more, and is an evangelist for ShopShops.

Additionally, ShopShops offers new life to the long tail of offline retail that’s struggling with the rise of online commerce. Retailers can try the platform, sell through their merchandise, and broaden their reach in a fast and low friction way.

Lastly, Liyia Wu, ShopShops founder and CEO, is uniquely positioned to build a special platform in this category. She has a core understanding of each side of the three sided marketplace (consumer, brand, and livestreaming platform), and deep empathy for her customer and what they are looking for in both product and experience. For the first stretch of the business, Liyia both created the product and hosted all the live-streams herself. She prioritizes quick iteration to get to a product that customers don’t just use, but obsess over.

We look forward to working with Liyia and the team as they work to build a dominant global commerce platform.

USV Thesis 3.0

The commitment to a thesis is part of the fiber of USV--a shared set of ideas creates a framework that allows us to operate with focus and work on what matters most to our team. But what that thesis is has evolved over time and will continue to evolve. It reflects both a changing world as well as the shifting interests of our partnership. Recently, we have been working on its third iteration.

In its earliest days, USV started with a focus on the application layer of the web. The team quickly realized that network effects play a central role in all of these applications and Thesis 1.0 emerged: Invest in large networks of engaged users, differentiated by user experience, and defensible through network effects. This post breaks down the components, but the crux of this thesis involved primarily consumer focused businesses where the value of the service to a user increases as others use it, too. These network effects create defensibility and lead to scale.

This thesis drove USV’s investments in businesses such as Twitter, Etsy, Tumblr, Foursquare, Behance, and Kickstarter. It proved to be a productive filter and guidepost. But the success of businesses that benefited from network effects dominated consumer internet to a point where it became extremely difficult for new networks to emerge, which remains true today. As a result, USV revised the thesis to include 3 new buckets which Andy broke down in this post. 1) Vertical networks and marketplaces such as those in financial services (e.g. Lending Club, Funding Circle, CircleUp, Stash); health and healthcare (Nurx, Figure1, Science Exchange, Clue); education (Duolingo, Quizlet, Tophat, Skillshare);  and ownership management (Carta.) 2) The underlying technology of networks and emerging businesses (e.g. MongoDB, Twilio, Cloudflare, Sift Science, Shippo) 3) enablers of open and decentralized data which have the potential to counteract the centralizing force of the large internet networks. The last one is the root of USV’s blockchain portfolio  (e.g. Coinbase, Blockstack, Algorand, CryptoKitties.)

Throughout these categories, a focus on companies that broaden access emerged as a common thread. This theme has become a driving force across the business models and sectors our portfolio covers. In education, for example, Duolingo allows users to learn new languages around the world, on their phones and from their couches, for free. In healthcare, Nurx creates new ability for consumers to access medical care at dramatically reduced cost. Coinbase makes an emerging asset class accessible to mass markets. Twilio allows developers anywhere to easily access the world’s voice and text communications infrastructure.

We believe we are still at the beginning of the opportunity to broaden access with the most critical implications ahead of us. As a result, we decided to revise our thesis into a third version:

USV backs trusted brands that broaden access to knowledge, capital, and well-being by leveraging networks, platforms, and protocols.

We think of knowledge, capital, and well-being as each encompassing multiple components. Knowledge includes education and learning, but also data driven insights and access to new ideas. With capital, we include financial capital from financial services innovation, whether in the current system or emerging financial platforms like crypto, but also human capital and technology infrastructure. And with well-being, we think about health and wellness, but also entertainment, connection, community, and fun.

The goal of these businesses is to build trusted brands--products and services that not only serve a purpose, but integrate into the hearts and minds of their customer in a way that is durable and important. Trust comes from true alignment and convincing the customer that their values and priorities are shared. The bar for this is higher than ever but the best businesses will continually meet it.

Many of our most recent investments fit in this thesis already, including Stash, which is opening up high quality financial services products to new markets; Algorand, which is creating a new scalable, decentralized currency and transaction platform; and Flip, which is allowing users the freedom to move around without worrying about long leases by creating an open marketplace. But the new articulation will help us continue to use our thesis as a guide for our team in shaping our portfolio.

If you are an entrepreneur building a trusted brand that will broaden access in a new way, we would love to talk to you.


The news broke today that USV, along with many of our friends in the tech/startup/VC sector, has invested in CryptoKitties.

What is a CryptoKitty?

Well its a cute digital kitten.

The USV team made one last December and our kitten looks like this:

But beyond that, a CryptoKitty is a "non fungible digital asset" which means it is a piece of digital content that is unique, has a fixed number, and that someone can own, buy, sell, trade, etc.

CryptoKitties was built on a standard for non-fungible tokens on top of Ethereum called ERC-721, which was originally authored by the CryptoKitties team.

At USV, we think digital collectibles are one of many amazing things that blockchains enable that literally could not be done before this technology emerged.

We also think digital collectibles and all of the games they enable will be one of the, if not the first, big consumer use cases for blockchain technologies.

We don't have much more to say about this investment right now. But we do have a lot more to say about it over time. 

So stay tuned for more from USV on this investment and the digital collectibles sector.

CEO Summits at USV

Each year in May, USV hosts a CEO Summit for our portfolio network founders and CEOs.

Initially, we designed this day-long event similarly to what you might experience at a typical conference. It included a predefined agenda, packed with panel discussions, fireside chats, and presentations. While the summit did provide an opportunity for our CEOs to meet each other, interacting with each other was by no means the focus of the day.

The feedback we received was clear: Our CEOs wanted to spend less time passively listening and more time engaging. Preferably with each other.

Then Scott Heiferman, Meetup’s CEO, suggested something even more interesting--kick off the day with stories and lessons learned, opening up a safe space to share anything.

So we scrapped the format and started fresh. Rather than tee up topics that we thought our CEOs might want to hear, we had them drive the content, sharing questions or topics that they might want to discuss with their peers across the portfolio. We kicked off the day with a brave question: “What’s one success or failure you experienced last year that you would like to share?”

For the past five years, we have stuck to this format, and it’s been a game changer.

Now, prior to each summit, our CEOs submit lessons learned and current challenges, which we use to help curate breakout groups where they lead each other in conversation. By leveraging an “unconference style” model, our CEOs and founders learn from each other, rather than from us, which makes a lot more sense. In fact, we thought this idea was powerful enough that we built it into our USV Network guiding principles.

This year’s CEO Summit is coming up in May, and we are eager to see what new questions and topics surface at this year’s event.

Hiring New Analysts (Update 2)

A second quick update on our analyst hiring process (previous update, original announcement). We have now reviewed all applications. We will be reaching out this week to all candidates, starting with those who have made it to the next stage, which will be telephone interviews.

I wish we could write personalized notes to everyone else, but the large number of applicants makes that impossible. As in years past, this is an incredibly talented group of people and unfortunately we have room for only two new analysts. When we reach out, we will include a link to a brief questionnaire where you can opt into us sharing your information with specific USV portfolio companies, which might be of interest to you.

Hiring New Analysts (Update 1)

A quick update on our analyst hiring process. We received 326 applications. Andy and I have so far reviewed 190 of those and plan to complete that initial review by the end of next weekend. We will contact everyone with next steps the week of February 26th.

We had asked a valuation question and gave people a choice of writing about Twitter, Snap, Bitcoin or Ethereum. Here is the breakdown of what people chose (the total does not add up to 326 because, well, not everyone followed the instructions).

Number of Responses

And here is how the applicant pool comes out on their valuations:

Percentage Overvalued / Undervalued

It has been fascinating to read the valuation rationales. Especially for the valuation of crypto currencies, people took widely divergent approaches, including at least one based on volatility that I had never seen before.


We have been writing about the importance of decentralized protocols going back to 2013. Since then a lot has happened, including a run up in the price of Bitcoin (and eventually other crypto currencies), the launch of Ethereum, the rise of ICOs and with them the funding of many new projects. And yet it feels to us that we are still in what Carlota Perez calls the “Installation Phase” of a new technology. That’s the period when a market attracts a lot of capital to help build out the necessary infrastructure.

One clear indication that we still require infrastructure investment was when the CryptoKitties project wound up nearly swamping Ethereum late last year. There is not yet a blockchain that can handle the throughput requirements of most real world applications. Now there are important efforts underway both to build on existing chains, such as the Lightning Network for Bitcoin and Plasma for Ethereum, as well as to extend the capabilities of existing base chains such as Ethereum through protocol upgrades (such as shifting to proof of stake and introducing sharding).

Beyond those efforts though is the quest for a new foundational blockchain. There are many projects at varying stages developing new consensus algorithms that allow for scalability while also remaining secure and decentralized. It turns out to be relatively easy to achieve scalability, if you are willing to comprise on one or both of the other properties. The hard trick is to achieve all three.

We are excited to be backing one of these projects, Algorand, which builds on the work of Silvio Micali and others at MIT. You can learn more about the project on the just unveiled and still somewhat under construction Algorand website. If you are more technically inclined you can read a research paper about Algorand.

Welcoming Stash to the USV Portfolio

At USV, we believe that the best products and services can broaden access in unprecedented ways. Nowhere is this opportunity more substantial than in financial services where, despite the trillions of dollars of market cap that make up the sector, the vast majority of Americans remain poorly served.  

Why? Current banking products aren’t built to establish financial health or understanding for the vast majority of consumers in our country. Instead, traditional banking is built for the wealthy. The banking model functions in 2 basic ways: by investing wealthy customers’ money and charging fees to those whose accounts live around zero. My colleague Nick outlined this imbalance in a post a number of years ago about why it’s so expensive to be poor in America.

And the state of people’s finances shows its shortcomings. 39% of Americans have unpaid credit card balances and 41% have student loans outstanding. 70% have less than $1,000 in savings. More than ⅔ believe that you need at least $100 to start investing (and nearly ⅓ believe that number is closer to $1,000.) These numbers are getting worse not better--despite our technology savvy, millennials are investing at lower rates than any of the generations before. 76% of millennial women find investing confusing.

But in these troubling stats is huge opportunity. Technology makes it possible to serve the mass base of financial services customers with personalized, tailored, high quality products that can improve financial well being for them and their families and result in massive businesses along the way.

Which is why we’re excited to announce our investment in Stash out of our Opportunity Fund.

Brandon and Ed, the founders of Stash, have made it their mission to fix the inequities of the financial services sector. They combine the customer focus and analytical mindset needed to create both a powerful consumer brand and data driven financial institution targeted at a demographic of users that has largely been ignored. 85% of users on Stash come in as either beginners or without any investing experience and now can open their investment account with as little as $5.

And while investing was the starting point, Stash is on a mission to build the suite--this involves a current product set that includes savings, retirement, and custodian accounts, with much more to come. The products are information rich with both content and personalized coaching so consumers can feel empowered to make decisions and to put their money behind the things they care about while knowing Stash has their back and will guide them through. As they increasingly learn about their customer, Stash becomes more and more helpful.

Along the way, they are building a powerful community. Stash users aren’t just investing and saving, they are talking about the product and spreading the word--the root of a powerful growth flywheel. This creates better acquisition funnels and momentum in scale, but, more importantly, its indicative of a product that’s integrating into the lives of their customers and creating excitement, peace of mind, and trust in a new kind of financial services institution. And when’s the last time someone said that about their bank?

We are excited to welcome Stash to the USV family and work with Brandon, Ed, and the rest of the team.

USV Level Up Series

As our portfolio grows, we can help make more of an impact if we leverage the power of our vast network. One part of that effort in scaling impact is to create an “ambassador-like” program. Our intention is to help empower leaders, provide them with access and a platform to collaborate, and host events that are open to our portfolio companies.

Last fall we launched a program exclusively offered to employees within the USV portfolio. Having been invited or nominated to apply, these 10 individuals were chosen based on their level of involvement in the USV network, their leadership skills, and their ability to connect others. The impetus and execution for the USV Level Up Series came from 4 participants in our Network Leaders program - Karen Ko, Office Manager at Foursquare, Michael Rurka, Design Lead at Nurx, Amethyst Hills, Executive Assistant at Carta and Noelle Li, Business Intelligence Engineer at Funding Circle US.

During the week of January 23, we hosted the 1st USV Level Up Series in San Francisco. This 4 day, 5 event program engaged over 200 USV portfolio participants, showcased 20 speakers, 4 Bay Area portfolio offices, and built the foundation for countless connections and future events. The central theme of the USV Level Up series was around career and leadership development. Each event had a fundamental goal of giving participants tools, contacts and valuable insights to enhance their professional development. Below is an overview of each event, its’ general flow and some valuable lessons shared with our network.

Event 1: Letters to a Younger Self
Network Leader: Michael Rurka, Design Lead at Nurx

The first event on January 23 was “Letters to a Younger Self” which was held at Cloudflare’s office. The evening included 5 speakers from a variety of job functions standing in front of 65 participants, reading letters they had written to younger versions of themselves. Their current roles included CEO & Co-Founder, Account Executive, Project Manager, Business Development and Founder. Some letters were personal, some strictly professional. Regardless of the story line, each person shared valuable life lessons they’ve learned throughout their lives to becoming who they are today. One common thread between presenters was that they are still learning. They encouraged their younger selves to be patient, give into the journey and trust themselves. Each of them faced adversity, success, and tough decisions and gave valuable, candid advice on how to level up.

USV Network Leader Michael Rurka sharing his story and his interest in hosting “Letters to a Younger Self”.

Event 2: Manager Fireside Chat
Network Leader: Karen Ko, Office Manager at Foursquare

Wednesday evening featured a Manager Fireside Chat with Foursquare CFO, Rory Parness and was held at their office in San Francisco. Moderated by Bethany Crystal, GM of the USV Network, the conversation centered around Rory’s career and his advice about leadership, management, sharing pitfalls, and candid lessons learned. The conversation also included his management philosophy, thoughts on mentorship and sponsorship, and the power of networking.

With over 40 participants gathered in their office communal area, the Foursquare office was buzzing with chatter. Employees that might not have otherwise attended felt compelled to join the conversation and hear from one of their company’s leaders. One quote that resonated with many was that “God gave us two ears and one mouth and we should use them in that proportion”. One of the key traits of a good manager is that they understand how to listen, how to ask effective questions, and lean on data and facts when giving feedback.

Foursquare CFO, Rory Parness and USV Network GM, Bethany Crystal speaking with the audience at Foursquare

Event #3: Forging Your Path as a Women in Tech
Network Leader: Karen Ko, Office Manager at Foursquare

On Thursday, January 25, Carta hosted a “Forging Your Path as a Women in Tech” panel. Moderated by Natalie Weyerhaeuser, Software Engineer at Foursquare, the panel included Connie Yang, Director of Design at Coinbase, Suja Viswesan, Engineering Director at LinkedIn, Diane Ko, Front End Software Engineer at Airbnb, and Jane Sherman, Principal Technical Project Manager at Funding Circle. The audience was 30-35 women and men and the discussion weaved from career planning and manager versus IC (individual contributor), to advocating for yourself, culture, retaining women in tech, imposter syndrome, and finding a sense of belonging.

When asked about receiving difficult feedback, one of the panelists stated that “feedback is a gift”. Their recommendation was that when you receive any type of feedback, you should train yourself to immediately say, “Thank you”. Give yourself time to process it emotionally and irrationally, understand the context and then formulate a proper, neutral response. Feedback is a gift and you want people to be honest about how they truly see you so that you can help change their perception. Finally, one challenge we are faced with is how to make this conversation open to allies. As successful as this event seemed to be, this type of discussion could run the risk of feeling insular. One question we need to answer is “how do we make men feel more like they are a part of the solution rather than part of the problem?”

Panelists, moderator, Network Leader and USV Network Team after the “Forging your Path as a Women in Tech” panel. Panelists (left to right) Connie Yang, Suja Viswesan, Diane Ko, and Jane Sherman.

Event 4: Women’s Goal Alignment Workshop
Network Leaders: Amethyst Hills, Executive Assistant at Carta and Noelle Li, Business Intelligence Engineer at Funding Circle US

The fourth event on Friday, January 26 was centered around mentorship, career development and leadership for women. The agenda had a blend of keynote speakers including USV partner Rebecca Kaden, group breakout sessions, mentorship brainstorming and networking. The Network Leaders who organized this event wanted the setting to be conversational and transparent and capped the registration to 25 people. Each attendee came from a different expertise, title, and department, but they all commonly shared the interest in participating in a mentorship program. There were 6 mentors invited to lead a mentorship “breakout session” with a smaller group. Apart from myself, the mentors included Carol Foster, COO & CFO at SharesPost, Pat Suh, VP of Customer Success at Affirm, Annie Lange, Co-Founder at Stealth, Andi Vanetta, CEO & Founder at Vanetta Partners, and Jane Sherman, Principal Technical Project Manager at Funding Circle. One fundamental goal of this workshop was to use this initial discussion and “matching session” to kick off a series of mentorship circles for women in the USV network. 

Guest speaker Heidi Williams, Founder & CEO – WEST Diversity & Inclusion sharing her story and lessons around mentorship and professional development

Event 5: Closing Ceremony

At the end of a hectic, content-heavy week, there was an optional happy hour for those who attended any of the USV Level Up events. We wanted to thank everyone for participating, connect those who might not have had a chance to meet during the week and hang out. One of my favorite photographs from the week came out of this social event. Karen, one of the USV Network Leaders, asked everyone to draw their face on a post-it and write 3 words to describe you. Then, see if you have anything in common with others on the poster and, if so, draw a line to connect you. Well, if this isn’t network effects in action I don’t know what is! Seeing people connect with others on common interests such as programming, ultimate frisbee, design, and dogs (dogs was a big one!) was the icing on the cake. A phenomenal way to sum up the incredible success of our 1st USV Level Up Series.  

USV Network effects in action at the closing ceremony 

USV Network Leaders Karen Ko, Michael Rurka, Amethyst Hills, and Noelle Li

Velocity by Code Climate

Today our portfolio company Code Climate is launching its new “Velocity” product into public beta. The product provides teams with data driven insights into the speed of their development process. It answers important questions, such as where in the process do engineers have to wait (e.g. long continuous integration times or long wait for code to be reviewed)? Or, how much work in progress is accumulating (and how much risk does that contain)? For more examples of the types of insights provided by Velocity, you can see the product launch page.

Bringing data driven insights to the engineering process seems like a no brainer. After all, nobody would run sales or marketing today without a ton of data. But historically there have been two obstacles, both of which Velocity by Code Climate helps overcome. First, engineering departments usually have a long list of data analytics requests from other parts of the organization and so there tends to be a “cobbler’s children” problem. Second, just looking at your own data, how do you know what’s good? Because sales and marketing have been data driven for quite some time there is a pretty decent understanding of what constitutes good metrics for say conversion rates at different stages of the funnel. Velocity solves this problem for engineering by letting teams see where they fall on a percentile basis in the industry. That’s made possible by data coming from the large number of repositories that Code Climate analyses across its customer base.

I am especially excited about this launch because with Velocity by Code Climate, teams can measure the payoff from investing in development process improvements and from putting code quality first. When we originally announced our investment in Code Climate, I wrote that “when you lead with quality in manufacturing you can in fact have all three: quality, speed and low cost. The same will be true for code.” Eventually Code Climate will also help teams track cost, but for now it lets them gain rapid and deep insight into the speed component.

So if you want data driven insights into your engineering process (who doesn’t?), sign up to try out Code Climate Velocity.

Hiring New Analysts

We are excited to announce that we are recruiting two new analysts at USV. Analysts at USV are part of the investment team and work closely with partners both on current portfolio and potential new investments. They gain exposure to our large network of startup and growth companies, as well as insight into our investment decision process.

For this analyst cycle, we are changing things up a bit by transforming the program into more of an apprenticeship. What does that mean? You will work mostly with two partners at the firm, one of whom will be primarily responsible for your training. We are looking for two people. The first analyst will be working primarily with Andy, the second primarily with Albert (we have already found someone who will work with Rebecca).

Despite this change, we will continue to structure our analyst role as a 2-year rotational program. Past analysts have gone on to join other venture firms and even start their own (Andrew, Charlie, Joel), work at USV portfolio companies (Jonathan, Eric), help launch new products (Christina, Brian) and start their own companies (Zander, Jennifer).

What are we looking for in candidates? We are looking for analysts who share our enthusiasm for innovation and working with entrepreneurs from the earliest days. More than any particular background, we look for candidates who are intellectually curious, have strong analytical and communication skills, thrive off of new ideas and can push our thinking. Candidates should have demonstrated a high level of initiative in a prior activity and have at least 2 years of work experience.

How do you apply? Our process starts with having candidates answer two questions by recording videos, as well as submitting two short written pieces. These will be due by end of day Thursday, February 15.

From the initial submissions we select a smaller group for telephone interviews and then a set of finalists for in-person meetings. We expect the process to be finished by the end of March and candidates should be available to start work in April or May.

Here are the questions:

Video 1: Why are you interested in the analyst role? [30 seconds]

Video 2: What is an example of an initiative you took outside of school or work? [60 seconds]

Written 1: An email asking for a meeting with the founder of a startup you admire.

Written 2: An argument for why one of the following is either overvalued or undervalued [Twitter, Snap, Bitcoin, Ethereum] [750 words max]

Start your application now

USV Manager Bootcamp: A cross-company learning opportunity

At our USV Manager Bootcamp in Toronto in September, Tucows CEO Elliot Noss spoke about his management philosophy and leadership principles.

Today marks the kickoff of the 6th USV Manager Bootcamp, a cross-company training for first-time managers at USV portfolio companies. Inspired by leaders across our network and facilitated by LifeLabs Learning, each 4-course session covers the core competencies that many new managers need on the job.

This San Francisco class includes 20 individuals from 7 portfolio companies ranging in job functions from sales and operations to product, engineering, and legal. Some are brand new to managing people, others are learning how to manage remotely, and a few are just looking to supplement their existing managerial toolkits. All of them were hand-selected by leaders at their organizations.

At the kickoff, we discuss shared challenges that permeate across organizations and invite an experienced portfolio executive to share “lessons learned” from their early days of managing. Every week, participants meet for interactive workshops that include “mini missions” to practice in the days ahead. During down time between sessions, we encourage participants to connect offline and swap stories. By the end of this month-long program, we hope that participants walk away with a shared vocabulary and heightened awareness about some of the all-too-common people management conundrums that occur in startup life.

You’re probably wondering – why is a VC firm so committed to leveling up people management?


Identifying shared challenges among our portfolio

In 2016, nearly all of our portfolio companies launched a new product. Three out of four expanded internationally, and 70% raised a new round of funding. But when we surveyed employees about what they expected to spend a lot of time thinking about in 2017, the top answer was not about scaling, product launches, or fundraising. It was about people.

Two-thirds of survey respondents said that in 2017, they expected to spend a lot of time thinking about better ways to collaborate with other teams internally.

At first glance, this may seem surprising. While businesses can’t always predict market conditions, customer retention rates, or competitive pressure, they do have control over the people they hire. But as a VC firm, we recognize that companies are simply a collection of people executing a vision to build a product. Success hinges on the effectiveness of each organization and how individual skills are amplified via collaboration.

We’re learning this lesson alongside our companies every day. And at the rate our companies grow, there’s always a new challenge around the corner. In 2016, more than half of our businesses grew the headcount substantially, and one in four employees was new to their role that year. If our survey results mirror our portfolio as a whole, that would mean that, out of a 7,000-person network, nearly 3,000 employees are learning how to do their jobs for the first time.

Given all that, it’s only natural that collaboration and communication topped the collective priority list. So in 2017, we set out to find a way to tackle this challenge head-on, leveraging our portfolio network effects.


Launching a cross-company learning and development initiative

To cultivate an effective, collective network, we continually seek out opportunities for our cross-company collaboration. Since 2010, employees across every job function have stepped up to share their experiences, challenges, and approaches to solving problems with peers at different companies. Through these trusted relationships, our network members pay forward knowledge on topics ranging from mobile app launches and localization to recruitment strategies and board deck format.

Last year, we explored how we might extend this relationship to foster a collaborative culture of learning and development among our 70+ portfolio companies. To do so, we teamed up with our HR leaders to identify gaps in people management that they had observed among newly promoted managers.

Our list looked like this:

  • Giving/receiving feedback
  • Expectation setting
  • Understanding/adapting to communication
  • Balancing personal work and team management
  • Being a player-coach to colleagues
  • Identifying disengaged/unmotivated employees
  • Managing underperformers
  • Delegating and accountability
  • Managing career growth
  • Being strategic vs. tactical

Drawing from these priorities, we identified an external training provider – LifeLabs Learning – to teach some of these “squishy” people management skills to new managers. Their management curriculum breaks these tricky situations into four bucket areas: Coaching, Feedback, Prioritization / Time Management, and Effective 1-on-1s.

Our goal was simple: Collectively level up the crucial middle management function. By bringing together newly promoted, first-time managers from a handful of companies, participants could get the best of both worlds: Core management skills from outside professionals and advice from peers who are divorced from any of their inner company politics.   

And thus, USV Manager Bootcamp was born.


Promising early results

In 2017, we offered five sessions of USV Manager Bootcamp in three cities: New York, San Francisco, and Toronto. Combined, more than 100 managers from nearly 30 portfolio companies participated. This year, we’ll be offering quarterly trainings in New York and San Francisco, as well as options for remote-only participants for employees outside of our “hub cities.”

While it's always tricky to measure the impact of learning and development initiatives, our feedback surveys three and six months after these trainings show promising results. Nearly everybody said that they continue to use the skills from these sessions day-to-day, particularly in one-on-one meetings with managers or direct reports. We also noticed measurable, self-reported improvements in two areas -- communication skills and giving/receiving feedback.

But above all, we’re thrilled to hear about the intangible benefits of peer-to-peer interactions and new mentor relationships that have emerged from this programs. By teaming up with our leaders across our portfolio network to create this program together, we’ll be able to collectively help our companies build better businesses.


How to Hire for HR: Lessons from 18 USV People Ops Leaders

Within our USV portfolio network, we are continuously looking for opportunities to “level up” the collective knowledge across the companies that we work with every day. As these businesses evolve and grow their customers and user communities, we also have the unique opportunity to observe how these companies build out their organizations from the inside -- which often falls to the role of the HR and People Operations team.

Today, more than 200 people leaders think about culture building every day across our 70 active portfolio companies. At our most recent HR summit in New York City, we learned that there is no consistent path to a career in People Ops, nor is there a consistent approach taken to when to think about first hiring for this individual. So we surveyed HR and People Ops leaders across our portfolio network to find out when they were hired, what projects they initially took on, and what advice they have to founders and CEO who may be looking for their first HR or People Ops leader.

Several trends emerged when asked about ideal characteristics needed in an HR hire -- including a need for empathy, resourcefulness, and adaptability. We also noticed several patterns among projects taken on based on company size. At earlier stages, we noticed increased focus on recruiting and new employee onboarding. At later stages, this is less of a focus, and HR leaders tend to spend more time evaluating and cultivating cross-team alignment and coaching (particularly among the leadership team). But no matter what stage your company is in today, one thing is clear: The HR function touches many different aspects of business operations.

Trends by Company Size

0-50 employees: Prototyping

  • Designing hiring and onboarding processes
  • Installing applicant tracking systems (ATS) or human resource information systems (HRIS)
  • Compliance with employment laws and creating employee handbooks
  • Managing office operations
  • Creating performance reviews
  • Serving as a communications channel between employees and management

50-150: Operationalizing

  • Compensation philosophy / leveling of salary bands
  • Conducting a culture audit
  • Streamlining recruiting and onboarding processes
  • Hiring senior leadership

150+: Aligning

  • Understanding company culture, engagement, and employee experience
  • Creating or iterating on company values
  • Conducting a market-pay analysis company-wide
  • Improving alignment and effectiveness among teams and senior management
  • Launching annual reviews process
  • Building out leadership development programs
  • Launching diversity & inclusion initiatives
  • Iterating on systems to scale

Below, see how 18 HR and People Ops leaders from across our USV portfolio network took on their roles and their advice for startups and founders. 

Updated: You can also view the original slide deck of this Google Slides presentation here.


Leveraging Company Engagement Across the USV Network

Imagine that you are the first finance leader hired at a 25-person, Series A startup. Chances are, there won’t be another person on your team for awhile, so you can count on personally managing all of the systems needed to get your business through the next two fiscal years.

Naturally (as things never go smoothly), within your first six months, you find yourself caught between mitigating future audit risk and restructuring client billing, all while trying to process payroll on time. You’ve been trying to find time to research new account systems so you are prepared to scale with the business but just haven’t found the time.

What do you do?

Meet the USV portfolio network

Across our active USV portfolio network of 70 companies, it’s highly likely that there’s at least one other person thinking about some of those same challenges. Our goal is to design an experience that makes it as easy as possible to find that individual and get your questions answered.

Here’s how we leverage our network to forge meaningful connections for our 8,000+ portfolio network members.

Today, the largest company in our active USV portfolio network has just over 700 employees; our smallest has only four people. Despite the varying industries, sizes, and stages of each company in our portfolio network, our companies have one indisputable thing in common: They move fast. Whether it’s preparing for a new product launch, embarking on a hiring spree, or re-architecting the system backend to be localized, the companies in our USV network are running a mile a minute.

The worst thing we could do with the USV network is slow them down.

To that effect, our network programming sets out to enable two key functions: Information routing and collaborative ideation.

To route information and resources through our network as quickly as possible, we capture relevant datapoints about what our network members are thinking about, then facilitate introductions to people thinking about the same business needs. This may happen via Slack (where over 80,000 messages have been sent in the past 2 years alone), via in-person meetups, or through direct introductions.

This year, we have already connected more than 300 USV network employees to each other in direct, 1-to-1 introductions. These introduction topics range from “Help me think through my new system architecture” to “Help me find a new technical recruiter” and “Help me find people thinking about mobile retention best practices.” By keeping our pulse on what people across our network are thinking about in real time, we can help employees across every level of a company find somebody else who may be puzzling through a similar challenge.

To facilitate collaborative ideation among our portfolio network members, we bring people together for day-long discussions with peers to offer a new perspective, share challenges, and yes, even vent on similar frustrations. At these day-long events (called summits), we crowd-source discussion topics and ideas from our network members, then lean on them to drive discussions.

By the end of 2017, we will have facilitated over 100 events for employees at USV portfolio companies, tailored to everyone from executives to executive assistants.

You may be wondering about how we encourage an environment of transparency and trust among so many different companies at once. Given that our companies are building business models in different areas or sectors, business leaders across all functional areas readily swap tips, pitfalls, and lessons learned. It also helps that many of our companies also share common growing pains associated with managing large networks of users, data, or information.

Sometimes, in the case of broader topics that affect many businesses the same way, our portfolio companies team up to tackle these challenges in tandem. This year alone, the natural connectors within our network have stepped up to host nearly a dozen diversity & inclusion roundtables, a shared policy list, and workshops on narrower topics, such as PR and communications best practices.

Getting Connected

Think back again to the conundrum you faced as the only finance hire at a 25-person company without enough hours in the day to tackle all of the problems on your plate.

It’s hard to be the first person (often, the only person) doing your job at a company. For many, it makes the leap from a larger business to a startup downright terrifying. But we hope the strength of this network makes every new employee feel a little bit more like they have the security of a larger organization.

In this example, by leveraging our USV finance network, you can immediately get your question in front of 100+ finance professionals, all working at fast-paced startups, each coming from a different background. Chances are, at least one other person in this network has researched and identified billing systems for their company. And given your overlapping company stages, a one-hour introductory call may save you 10-15 hours of your own research time.

We see network connections happening across all levels of our organizations.

Last year, before Quizlet had launched any products internationally, they attended our globalization summit in San Francisco and learned how a dozen other companies had approached globalization. (They came back to that same summit this year -- to share back with the newer companies needing advice.)

Just this week, we called on the VP of HR at one of our later stage companies to lead a discussion for 20 people leaders at different companies about year-end performance reviews and best practices. In December, in anticipation of the new GDPR compliance policies that will impact nearly all of our companies next year, a trust and safety expert from our network stepped up to lead a workshop for our companies to work together on this process.

At each point in a company’s life cycle, new changes, challenges, and problems surface. Our USV network is here to help companies grow collectively smarter and learn on each other through these changes.

If we’re doing our job right, with each new investment we make, the experience of being an employee at a USV company gets a little bit better. This is the power of network effects at work.

Quantitative Investing in Shampoo

Can a machine help you invest in shampoo? Coffee? Another consumer product?

Last week, the USV portfolio company CircleUp announced the closing and launch of CircleUp Growth Partners  - a $125 million fund that will use a quantitative machine learning approach to invest in early-stage consumer and retail brands.  

We believe this is an important evolution towards using data technology to make investment decisions - a theme we at USV have invested in many times ranging from Lending Club to Funding Circle to Numerai. CircleUp Growth Partners is slightly different. The Fund’s thesis is that one can use machine learning to determine early-stage equity decisions in consumer companies. This machine learning platform, Helio, identifies and evaluates companies across billions of data points. The Fund is live right now - Helio recently analyzed 3,400 vitamin and supplement companies and flagged HUM Nutrition as being in the top 3% for brand score. This ultimately led the Fund to make one of its first investments in that company.       

The provocative proposition is that a system like this can run these types of analyses at scale and pinpoint brands earlier and with more efficiency than traditional investors. Consumer investors historically have had to spend around 75% of their time sourcing deals manually. Helio is able to automate this entire sourcing process and provide data-driven insights to help companies grow.

Helio has also been applied to two other business lines - credit and marketplace.  CircleUp originally operated solely on a marketplace model but has recently launched a credit arm that provides working capital to consumer companies. These three business units all provide data back to the model, which in turn makes each better in its own domain. This is a data network effect - Helio is continually improving.      

The focused industry of consumer goods should lend itself well to this approach; consumer packaged goods all share the same business model, and data proliferates across the industry.

Could data-driven investment models like that of Circle Up be extensible to sectors beyond consumer goods? It will be interesting to see how these approaches might affect capital formation more broadly, as data applications move to designing new financial products and services we have not yet even considered.

The USV Portfolio Network: Now 70 Companies Strong

At Union Square Ventures, we spend a lot of time thinking about networks. Financial networks, social networks, data networks, and yes, even decentralized networks. But the most “meta” version of this is the network we’ve spent the past seven years cultivating among the employees of our active portfolio companies -- our USV portfolio network.

The USV network enables cross-pollination of ideas among our portfolio companies by fostering connections between people thinking about similar business challenges or problems.

We invite every employee (regardless of seniority) from each of our portfolio companies into the network. Due to this access, with every added node (i.e. company), our portfolio members become collectively smarter and better equipped to make the best decisions possible in their day-to-day. In this way, we hope to break down silos across companies and democratize access to knowledge about best practices in building businesses.

Because knowledge and experience are powerful and intangible resources, access to the network as a resource allows each of our businesses to become incrementally more successful.

If you work for a USV portfolio company, there is no additional hurdle or secret password: You’re in the network. While you may be working at a small startup, you have access to the knowledge and experience of a large corporation.

Right now, we estimate that the total size of our network is approximately 8,000 employees across our 70 active investments. If you add in our extended “alumni” community, comprised of former employees or current employees at exited portfolio companies (such as MongoDB, Twitter, Etsy, Twilio, and Lending Club) the reach of this network jumps to 20,000+.

That’s on par with the total number of employees at Facebook and equal to the number of Boston Consulting Group alumni.

Here’s our best guess about how our current active portfolio network breaks down by functional area:

Needless to say, when you’re part of a group of people that’s 8,000 strong, it suddenly doesn’t seem so scary to take a job as the only finance leader at a 25-person company.

To access these network connections, employees at USV companies are invited to join more than 100 portfolio-only events each year. Each “summit” event is organized as an “unconference” format: crowd-sourced ideas, open questions and discussion groups based on different topics or challenges creates the framework for the sessions.  

A selection of events this year includes day-long summits on scaling, internationalization, engineering leadership strategies, and integrating product management into organizations. We also offered recurring roundtable discussions among curated groups for finance, legal, or human resource professionals, as well as opportunities for discussion on broader topics such as diversity, inclusion, and women in leadership.

Event themes are surfaced by employees in the portfolio network, and all programming is specially curated for the entire portfolio. In this way, we surface relevant and timely topics that can have direct impact across multiple growing businesses at once.

The businesses we invest in each grow stronger when more data is contributed to their platforms. Similarly, with each new investment we make, the experience of working for a USV portfolio companies gets a little bit better. These are the network effects among our portfolio.

We hope one day you’ll be a part of this network too.

And if you happen to be on the job hunt now, we encourage you to check out the 2,000+ job openings across 58 portfolio companies currently hiring.

New Adventures: Joining Union Square Ventures in NYC

I am excited to share that I am joining the Union Square Ventures partnership alongside Albert, Andy, Fred, John, Brad, and the rest of the fantastic USV team.

What struck me first about each of my future partners at USV is that they so clearly love what they do and the founders they do it with.  While their investments in many category-defining businesses speak for themselves, I quickly learned that their passion around entrepreneurs and innovation, deep curiosity, hunger, and belief in seismic change is contagious. They have an ability to think at a universal level about massive societal shifts, and then drill that thinking down to the tangible, messy, uncertain, exciting beginnings of early-stage businesses. They have the conviction to make bold bets and believe the unlikely possible, and they know that this industry is not only in a moment of change now; it is constantly in flux. That the magic of entrepreneurship and the creation of the new is its constant evolution. The USV team embraces this change with excitement, not fear, and continually looks to push their thinking. Most importantly, they have a track record of being standout partners to the entrepreneurs they back. Every founder I talked to said essentially the same statement: they dream big; they are in it with us.

These are the same values I learned to place importance in at Maveron, a firm and team I love and believe in and whose belief in me has been a monumental gift. There is no doubt in my mind that this is an apprenticeship business and my Maveron partners allowed me to learn from both exceptional consumer investors and people I deeply admire. Dan, David, Jason, Pete, Anarghya, Elise, and Clayton taught me not only about investing but, most of all, about the necessary combination of head and heart, what it means to be a true team, and that, in our business and all businesses, it is all about the people. I’m grateful for the opportunity and experience, and equally so for the fun and friendship along the way. I can’t wait to find many opportunities to collaborate in the future.

A huge part of my motivation for this next adventure is my excitement about getting back to NYC and digging into its entrepreneurial ecosystem. New York City is my hometown, a community I care about, and a group of founders and creators that I am passionate about working with. I grew up loving the curiosity and sense of possibility New York inspires, and I can’t wait to dive further into how that helps form the great companies of tomorrow. Coming home is fun for many reasons, but coming home to such a hotbed of innovation and dreamers, particularly in the categories that excite me the most, is simply awesome.

Next up: exploring the intersection between our core USV thesis around network effects, whether centralized or decentralized, and the entrepreneurs building the standout consumer businesses that integrate into our hearts and minds. In each generation, no matter the changes, great consumer brands have emerged into the fabric of the world, and technology is accelerating their growth, reach, and potential more than ever before. Thinking about how to stretch the USV scope to include these breakout consumer businesses that I’ve become passionate about at Maveron is an exciting piece of this partnership. I'm equally eager to stretch my own scope, too. More on that soon as we continually evolve and iterate the USV thesis together.

If you’re a founder or potential founder building something transformational, I’m so eager to meet you. I’m on a new adventure and I’m ready to dive into yours, too. You can reach me at [email protected]


6 Ways Great Companies Use Board Decks to Their Advantage

This past summer at Union Square Ventures, Max Heald joined us as our summer intern. During his 10 weeks at USV, he helped us better aggregate insights shared across our portfolio companies through data collection. As part of this process involved reading through company board decks, he came away with a few top takeaways from his project, which he recently posted about on his Medium account. Below, the full text of his original posting:

After graduating from college in June, I had the chance to spend three months at Union Square Ventures, helping with a project that created anonymous aggregate insights for USV portfolio companies by analyzing data across stages, customers, and industries. In order to not put a lot of extra reporting effort on our companies, we approached this project by drawing from data in existing board decks. This work afforded me the unique opportunity to familiarize myself with many of our portfolio companies’ board decks, and the communication styles of the leadership teams behind them.

I quickly found out that there is no one standard board deck for a USV company (and in fact, we’re proud of that), but I did observe a few commonalities among the most effective decks.

At a high level, the best decks accomplish three things:

  1. Address two information needs simultaneously (the board’s need for information and the team’s need for advice)
  2. Speak about progress and pain points frankly
  3. Highlight a company’s unique culture

Here are 6 ways I saw this done best:

1. They place metrics in context

There’s a difference between telling someone, “Our GM decreased by 8% last month”, and “Our GM fell by 8% because we ran a promotion which netted us a 20% bump in total clients.”

The best board decks anticipate questions in advance, and answer them with clear, concise data. My favorite example is a simple graph of total ARR versus a bar graph of ARR broken down by addition and subtraction of clients, and expansion and contraction of client spend. Our portfolio company eShares does an excellent job of this:

Another excellent example of effective data context is a 12-month trailing P&L. Most of the decks I read had monthly data for the most recent quarter, and projections for a few months out. I ran into a couple problems here: First, many companies’ board meetings happen infrequently enough where there are significant gaps in data. This makes it extremely difficult to understand a company’s financials in the context of their most recent fiscal year without making a data request to the company, something we generally like to avoid. In the case the data does overlap, however, it still requires piecing together information from multiple decks to get a decent view of the last year. As a recent college graduate / workaholic, I’m happy to do this. I imagine a board member of a venture-backed company would be less inclined.

For these reasons, the 12-Month Trailing P&L is perfect; not only is it an easily-updated table, but it’s a way to view the scope of a company’s financials over a substantial amount of time. Though things often change drastically from quarter to quarter, most investors want to see how the company has grown through multiple phases. And though projections are usually wrong, including them for the next quarter or two is usually worth doing, too.

2. They structure decks to gather input

Board meetings are typically the only time when all of the key stakeholders of a company are in the same room, so naturally, it makes sense to wring as much as possible from these discussions.

Some of the best decks I read do this by kicking off the deck (and thus, the meeting) with a board-only Q&A. This encourages board members to come in prepared to fire away to the CEO and their leadership team.

Structuring a deck this way offers an incredible method of ensuring preparation from the stakeholders of a company, and structuring meetings effectively. Give them the data, and let them loose. It also sets time for the outside stakeholders who know a company best to have an unfiltered discussion during which unexpected ideas may rise to the surface, before the team then uses the rest of the time to address their own pre-planned questions.

The best of these team-led sections of decks tend to focus on a few key issues, rather than providing comprehensive data streams; evaluating potential key hires, discussing a fledgling revenue stream, or a potential acquisition offer could all be strategic issues worth spending time on.

Great board decks balance gathering information on what the team needs help with, and providing critical updates the board needs to hear. Again, it’s about style, and leaders of a company will know what’s best. But by structuring decks to gather key input from the stakeholders in the room, teams can ensure they are putting board meeting time to its best use.

3. They are frank about what they need to do better, even if they don't know how

Board meetings are not pitches. As obvious as this is, there is no need to sugarcoat, talk around, or avoid data points which are less than ideal.

The most effective board decks I read were direct about what the teams could improve, and asked for specific feedback from the board on how they could accomplish it, or better yet, on their already-thought-out plan for accomplishing it. Board members are a brain trust for a company, and they know it better than anyone outside the team- if there is a place to be blunt about the challenges a company is facing, it’s with them.

4. They pull out the numbers that matter

Most companies track many statistics for internal use, but when it comes to two-hour board meetings, there are often a few key metrics which are the best indicators of the health of a business. As with discussion topics, narrowing in on these metrics can focus the conversation and give the board a broad understanding of the company’s situation quickly. In the interest of time and productive conversation, it’s usually better to go deep than broad.

Considering SMART metrics (Specific. Measurable. Achievable. Relevant. Timely.) here might be a useful litmus test for figuring out what to track. Whether it is gross margin, active users, and LTV, GMV and MRR, or even a statistic uniquely effective for the business, the best board decks bring out the key levers of the company for a more productive discussion.

5. They highlight key wins, and the people responsible for them

Most decks I read tended put these up front, or worked them into their brief overview of company progress, as a way to kick off the discussion on a high note. The part I enjoyed most, though, was how many companies would include recognition for the non C-level employees who spearheaded these big wins for the company.

Especially for people who prefer “the right people knowing” of their contribution over more public, company-wide recognition, this is an excellent way to show appreciation for team members who excel.

6. They let company culture inform the deck’s style

Board decks are art. And art often tells us as much about the artist as it does about itself. I came across a consumer platform company’s deck which really popped; translucent spreadsheets and statistics against varying hues of neon. A security-focused company’s deck was a stoic black-and-white, the pre-set Powerpoint template unchanged in any way. Jobbatical’s deck, as you can see below, throws in just a bit of personality.

Each of these three decks conveys a different company culture. One focused on imbuing its office with as much liveliness as the platform they’re building. One so serious about security, it doesn’t have time for design. One playful, unorthodox, and a little weird, in a great way.

Every board meeting is a chance to for company leaders to communicate to their stakeholders what they have built. Half of that work is communicating the culture of the workplace they have created. And since these decks are meant to be read as well as presented, it’s crucial that culture is communicated through the style of the deck, and not just the presentation of it. The best teams know this, and use it as a way to demonstrate their leadership.

A final thought:

While they may not be built to be as flashy as a pitch deck, board decks can be an incredibly strategic and constructive communication tool for your business.

They are a chance to show your stakeholders how well you can synthesize the key levers of your business, discuss them efficiently and effectively, and communicate directly any problems that need to be tackled. They are an art, and a chance to show off the culture and team you have built.

And as an opportunity for a demonstration of effective leadership, to the stakeholders who are the most active supports of your company, they are well worth the effort.

Max recently graduated from Northwestern University, where he was an Agile coach and two-time founder. He is currently interested in venture and startup roles that allow him to meet and learn from great founders.

You can follow him on Twitter at @max_heald, or reach him at [email protected]

The Unknown Path to a Decentralized Future

Some companies with currently centralized services have been criticized for issuing tokens and raising money in ICOs. There are even allegations that venture investors are pushing companies to do so as a ploy for liquidity. I suspect that some situations like that do actually exist, but I know from first hand conversations that many of the entrepreneurs pursuing this route are doing so out of a genuine conviction that it is the right path to a decentralized future.

Most startups that have come into the crosshairs of one of the large centralized players (Google, Facebook, Amazon, Apple and maybe a few others) have experienced how difficult it has become to grow a new offering. The new incumbents are aggressively managed, have nearly limitless financial resources and most importantly leverage their existing network effects to keep potential competition at bay.

Along come blockchains and crypto currencies. Here is a new technology that represents a foundational breakthrough: the ability to build decentralized networks that have consistent data without being controlled by a corporate or government entity. It is a technology that is potentially disruptive to the large players, exactly because it goes against the core of their existing businesses, which is the control and rent extraction from networks.

Now there are two schools of thought as to how to get to that decentralized future where networks are owned by their participants and anyone can innovate on top of the network. One group believes that we need to start from scratch and build new protocols outside existing services. There are good arguments for that position, such as being able to iterate on a protocol with few users on the basis of feedback from early adopters. Another group though believes that existing services, some with millions of users, can give a new protocol immediate critical mass. They also point out that it may be possible to take a stepwise path where some centralized elements remain at first (for instance, ones that demand throughput right now that’s not yet achievable on blockchains) with a view to decentralizing those elements in the future.

I believe we should be pursuing both approaches. Getting to a decentralized future is too important to restrict right now how we are going to reach it. We will know in a decade or two what worked, but until then we shouldn’t be attributing ill intentions to fellow travelers simply for choosing a different path. We can be critical of specific steps and proposals. We can suggest how they might be improved. We can demand (increased) transparency. We can start or fund or own efforts. By all means: let’s do more, rather than less.


A Google search for “apartment lease” returns 86 million results. Which makes sense. One of the constants in life is finding a place to live, and signing a long-term contract for that living place. That constant — that lease — remains in force even though changes in our lives may not line up neatly with that one- or two-year period. Many things happen to us while we are stuck with a long-term house or apartment lease: new job opportunities, new roommates or relationships, new family members, and so much more.

If you could construct a service for home rentals that would reconcile that conflict between life and lease, what would it look like? Probably like Flip — a marketplace for flexible housing specifically designed for leases that last for any duration, starting at one month.Just take a look at this word cloud below, which pulls from descriptions on Flip listings, where people explain the circumstances that drew them to the platform

Since 2016, 15,000 people have listed spaces (rooms, apartments and houses) on the Flip marketplace. Unlike traditional housing platforms, Flip is completely end-to-end, by qualifying every user, handling all payments,  legal documents and landlord approvals. Today, over 50,000 people have used it to search for a new home across New York, Los Angeles and San Francisco.

We are leading Flip’s latest financing round, as it is the type of market or domain specific network that USV focuses on. In market-specific networks, closing the loop on a transaction is the key to unlocking network effects, and Flip does just that.  

As importantly, Susannah Vila and Roger Graham, the founders of Flip, aspire to enable seamless access to all all housing, everywhere, for everyone. Flip accomplishes this via a fully digital platform that does not assume that fixed lease terms are necessary. Instead, it works from the idea that the rental housing market should be truly liquid, and that if housing were transacted on one digital platform, it would be easier and more affordable for everyone to get on a lease or off of a lease.

Flip’s mission is to provide seamless access to all housing for everyone, everywhere. We think that is one measure of increasing individuals’ economic freedom; we are excited to be able to support this company’s development.