investment stakes


after about one year on sand hill road, there are a series of learnings that i would like to share with founders. 2012 has been a terrific, fun year. the valley and platforms are changing really quickly. at times, it feels hard to keep up with it. everyday, i get to meet people who are trying to do new things, or trying to make subtle improvements on existing things. it’s all really inspiring, i’m very lucky, and i’m having a blast.

and now, as 2012 closes, and i’ve led a few investments at kp now, i wanted to write this post to share a bit more about what my investment style is. of course, it can change over time, but knowing me, i’m sure it will stay roughly the same. people often ask me: “what do you like to invest in?” usually, that’s a hard question to answer, given my range of interests. and yet, i find myself thinking about it over and over again as the year ends, perhaps because i may finally have an answer.

here’s how i’d describe myself as an investor: “i’m a stage agnostic investor. for the right person (usually a former colleague), i’ll make a seed investment. for a later stage deal, i’ll get involved in a growth investment, especially if i can help the company or team scale faster. and, of course, my natural preference is to play around the edges of series A, because this is where i like to apply leverage, lead the round, and help the founders cross the first big divide.”

i’ll briefly explain this, as i think it will better help entrepreneurs understand what i’m looking for.

in series a, i like to lead. by nature, i want to find investments and founders where i can effectively lead a deal, participate on the board in some way, and really put my muscle into recruiting, technology development, and other key considerations. this means that you’ve already been working on something for a while, perhaps taken seed funding to begin with, and now are looking for a real investment partner. i’m lucky to be at kp, with a wealth of resources the firm as to offer, as well. basically, i want to find situations where my presence and kp’s presence could lead to outsized success and possible breakthroughs.

there are exceptions, always, right? at the seed stage, i will definitely consider outstanding individuals, especially those i have worked with and/or managed or recruited in the past. this is what i did with¬†apcera, led by a brilliant technologist who i am privileged to support in this small and special way. i’m always happy to meet folks just starting out, especially if there’s a connection between us, but generally, i’m more likely to intro you to seed investors i respect that may fit. of course, i’m an email away, and if you’re building something great, chances are i’ll find you, too ūüôā


this is who i am. it’s pretty simple. looking back a year ago, when i¬†wrote¬†a letter to my future self, i think largely i’ve kept true to that ethos. i hope so. and, from an investment point of view, whether it was¬†gumroad¬†or more recently,¬†clearstory data,¬†(and one coming soon, stay tuned), i find myself leaning in most at the series a investment level, and generally the question is simple — does it make sense for me to join this board, and would the founder benefit from it? in the rare cases where the answer is yes on both sides, i lean in, bring out the pen, and partner up to go to war. that’s the only way i know.

announcing the investment into clearstory data

i’m proud to announce kp’s investment in an exciting young company, clearstory data. you may have read about it last week, clearstory is an innovative company with seasoned people¬†at the intersection of some pretty massive trends, so we are thrilled to be involved. i am leading¬†this series A investment for kp and will join the clearstory board — and am also excited to work with investing partners andreessen horowitz and google ventures.

it’s no secret data is becoming more important. it’s past cliche, right? data impacts the large social networks. it impacts ad networks on the web and mobile. and, it even impacts governments and political power. we all know this. but if we focus on the realm of software for a minute (and there are many great data startups also working on hardware, servers, storage, etc.), the software opportunities in big data, especially at the infrastructure and application layers, are massive. with clearstory, the focus is on business analytics — itself a big category within data software applications — and fits alongside other great startups in this space, such as domo, platfora, and kaggle, among others.

the great coverage¬†of clearstory data’s launch and announcement go into the product details quite well. on top of this, i’d like to personally highlight one dimension that excited me as an investor in the space. in addition to backing a great, small, lean, seasoned team with lots of experience in data, i’ve seen over the years, from my time at composite software to palm to twitter, and even at kp, that companies desperately want to leverage their data yesterday, but there aren’t many people¬†with the requisite data science and computer science skills to help them. as a result, data functions and the data itself becomes put in a silo, accessible only to a few people. and, the most sophisticated tools in the space come at a cost, a cost that some larger companies aren’t as willing to incur. add to this security issues of larger companies, and most platforms run the risk of being stuck.

the reason i’m interested in a company like clearstory is because they’ve built out a product and modeled it to allow companies to simultaneously secure their data while allowing their people to leverage it with dead-simple interfaces. think of all the inefficiencies in modern work. the constant reporting, or seeing troubling trends too late. the data doesn’t lie, and a company like clearstory is on a mission to make data transparent, accessible, and actionable in today’s work environment. and, for me, that’s something i want to be involved with.

design in the kleiner perkins family

as you may have caught last week, kleiner announced a new program around supporting design as a craft. we all worked really hard to put this together and are grateful for the support from our founders and former colleagues to make this happen. and, we were lucky to get some great coverage for it too. in a nutshell, as we learned from our engineering fellows program, we wanted to devise an infrastructure where we could help emerging designers get great, hands-on experience and match them with designers who are already practicing in their field. the result is the creation of a design fellows program, which designers can apply to, and a design council, which will help mentor the next generation of great interface creators.

i also wanted to share, from an engineer’s perspective, just how critical design is which I fully appreciated during our development of webOS. everyone knows it takes great engineers and designers to create great products. twenty years ago, engineers had to create all UI, as not many others knew how to build in MFC. ten years ago, designers were doing production work, but interaction design was really nonexistent. fast-forward to today, and a design team is focused on human interaction, including user research, visual design, and interaction design. a few years ago when i was at palm, the webOS design team worked with the development team through a process to ship v1.0 and 11 post-releases (shout out to matias duarte). as we were leading these discussions, we fielded ideas from both designers and engineers, but at the end of the day, designers won the vote (pending the ability for engineering to execute, of course).

but as products get more complicated and have more usage, product managers emerge to handle product management, communication, and advocate for the customer. the problem here is that having too many PMs in the kitchen fighting over turf, credit, and features, the engineering team can get thrown in all sorts of directions. it’s not that different from politics, in some cases! and in the case of engineers, they oftentimes are called on to build *and* maintain, the latter which is often greatly underestimated and can be a thankless job in and of itself. more on this topic in a later post.

i’m not an expert in organizational structures, so i’m only speaking here from first-hand experience from company building, intuition, and gut. for each product or company, there’s an optimal number/ratio of engineers, designers, and PMs…all play a crucial role. at kleiner, and looking ahead to how these structures evolve, especially as phones and tablets become customers’ primary computing devices, the importance of design will — we believe — only grow. this is not to say that engineering or product management will recede, but rather to acknowledge that building strong, deep capabilities and networks in this artful skill will be a great benefit to everyone in the kleiner family.

the next evolution of the designer/engineer founding team may be the addition of a domain expert which would culminate in cross-disciplinary innovation Р but lets discuss that in a future post.