BV Jagadeesh

DePIN & RWAs dominance isn't as far off as most people think. Across every innovative cycle, three fundamental pillars emerge: foundational technology development, proliferation of infrastructure, and a surge in application development. As we venture into the third cycle, DePIN and RWA protocols are poised to become market leaders paralleling the dominance witnessed by infrastructure projects from 2015 to 2024.

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I had a lot of fun recording a podcast episode with Shiva Singh Sangwan. We discussed the evolution of Humba Ventures & Susa Ventures; tips for raising and building a fund; how to improve investment sourcing & picking; the role of luck in investing, and so on. https://lnkd.in/eiqsStej

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During yesterday's LibreQoS APNIC webinar, I posed the question: won't more bandwidth solve these problems? As Herbert Wolverson said, yes, more bandwidth is good, but, still these problems remain if queueing is done incorrectly. Here's my take on why bandwidth alone is not as good as bandwidth + good queueing policies: Generally it was believed that 'data is important, so don't throw it away; hang on to it and send it later'. In practice, this has proven to be suboptimal as two issues may emerge: 1) latency increases for some flows due to heavy demand from other flows using the same bottleneck link, 2) even a single flow can have excessive latency due to aspects of typical TCP behavior (referred to bufferbloat) when the buffers grew large enough that the data being buffered was retransmitted anyway. It turns out that not all data is equally important. Active Queue Management is the art of deciding priorities, both in deciding what data to throw away, but also in allowing some later arriving data to be transmitted ahead of data in another connection that arrived before it. These problems have been studied, and good solutions have been found by using certain queueing policies in routers and switches, referred to as “fq_codel’ and “cake”. These track the different flows not by classifying the data, but by watching the behavior. Flows that send relatively little data (DNS lookups), or at a measured pace (video chat) have priority over flows that send a lot of data as quickly as possible (App and System updates, Video and ISO downloads).

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There are two interesting and relatively new/emerging revenue models in hardware space. (1) Software Enabled Hardware Hardware is sold at lower but slowly improving gross margins (eg 20-40%), and software recurring revenues layered on top. Software sells at higher margins, enabling blended margins to appear in 50%+ category. These are applied in situations where hardware is not expected to be replaced or greatly improved upon in deployment for a significant number of years to come. Consider your car, or military equipment, or even infrastructure equipment. As always, there are often multiple business/revenue models utilized by different players in the same industry. (2) Hardware As A Service Hardware and software are bundled and sold with annually recurring revenues. Often multi-year contracts are signed to be able to amortize hardware over time, and enable blended gross margins over the length of the contract to be high (approaching 60-75%). This is more common in situations where vendor takes responsibility to upgrade hardware as needed along the way to provide maximum and highest functionality to the customer. Hardware inventory costs are, over time, passed on to suppliers or third party financing parties in lieu of few gross margin points. Consider robots as a service in factories (ala Formic), or AI-enabled equipment (eg Evolv, Lumafield etc). Hardware innovation will require deeper investigation, experimentation, and understanding of business/revenue models to fit customer needs as well as to maximize value for the innovating company. Strong and experienced management teams work hard to minimize sales friction, inventory costs etc, but also maximize gross margins, customer stickiness, and ability to upsell during the life of a contract.

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Episode 341 of The VentureFizz Podcast features Somak Chattopadhyay, Managing Partner at Armory Square Ventures. Yes, markets like the Bay Area, NYC, and Boston get a lot of attention when it comes to building startups and having the ability to raise capital, but there are lots of other places to build a successful company. This has always been the case, but the pandemic definitely pushed this reality further.  This is why a firm like Amory Square Ventures exists. There are lots of secondary markets where entrepreneurs need access to capital and it is also a very important matter for the local economy for these companies to grow and create jobs, versus relocating. Somak shares the details of what led him down the path to start Armory Square Ventures, a seed and early stage venture fund, and why their approach of investing in seconday markets has not only been a differentiator for their firm but what they also consider as an optimism engine and a community catalyst for regions outside Silicon Valley. In this episode of our podcast, we cover: * Advice on how founders can push back on advice from investors. * Somak’s background story and his early career in startups. * How he landed in venture capital at Edison Ventures and Tribeca Venture Partners. * The details on what they are targeting for investments and portfolio company examples like Machinery Partner and ACV Auctions, a Buffalo company that went public. * Somak’s anti-portfolio, companies that he reviewed and an investment didn’t work out and went on to be a successful company. * Advice on building a marketplace. * And so much more. #venturecapital #startups #marketplaces

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🚀 Insights from Venture Collision Conf Today! 🚀 Privileged to learn from industry leaders at today's event: Paddy Cosgrave, CEO of Web Summit, Rashmi Gopinath from B Capital and Shailesh Lakhani from Peak XV Partners. Here are some key takeaways: - Rise in Bootstrapping startups: More bootstrapping startups this year than ever, emphasizing a trend towards building with limited external funding. - Secondary Market Activity: The secondary market is more active this year, reflecting dynamic investment strategies compared to last year. - Engineering Talent: Strong engineering talent is crucial for building successful teams. Talent hotspots include the Bay Area, Beijing/China, and India. - Capital Dynamics: The excess capital raised in 2021 and 2022 has intensified competition in certain sectors, diluting opportunities and leading to an unsustainable environment. A return to stability will take time. Grateful to everyone who shared valuable insights today! #Venture #collision2024 #Startups #Innovation #Entrepreneurship #TechTrends

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This is quite a piece on accusations of unethical pay-to-play within the #cyber #VC ecosystem. -Guaranteed first-year sales for portfolio companies -Formal loyalty program for CISOs -Points awarded within the program for CISO commitment level to portfolio companies (meetings, PoCs, product purchases) -Share of GP fees for CISOs in the loyalty program https://lnkd.in/gDta7Gp7

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The best part of the venture business is the opportunity to work with amazing founders over the course of many companies. We are thrilled that Amit Aggarwal chose to build his new AI startup with us and BCV Labs in Palo Alto. Check out this terrific interview with Amit!

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How companies purchase software is rapidly evolving, with cloud marketplaces expected to reach $100B in 2026, up from $15B in 2023. Simply put, if you are building and selling cloud software today, it's imperative that you can sell through a cloud marketplace. The journey, however, can be a little confusing, and management can be even harder. With 3x growth last year and 3/4th of our business now flowing through a cloud marketplace, CloudZero switched to Clazar earlier this year to handle our rapid growth, and I couldn't be more thrilled. Trunal B. and Aayush Bahuguna have a big vision for how cloud marketplaces will evolve and how software will be bought and sold in the future. No matter where you are on your journey, learning from them what's coming next is worth your time.

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Y Combinator（YC）のRequest for Startupsについてまとめた記事の第2弾をnoteに投稿しました。「AIツール」、「防衛・宇宙」、「製造技術」、「気候変動」、「AR/VRの実用」、「金融」の6つのグループに分類し、それぞれ現状の課題およびYCの興味についてまとめましたので、ぜひご覧ください。引き続き、気になる分野については、現在の競合状況や不十分な技術等について深掘りをしていく予定です。 第2弾のブログ記事はこちら（Here is the blog post for the second part:）↓ https://lnkd.in/gvrEqqfH 「ヘルスケア」、「企業向けソフトウェア」、「AI／機械学習の実用化」のグループについてまとめた第1弾はこちら（The first part, which covers "Healthcare," "Enterprise Software," and "Practical Applications of AI/Machine Learning," can be found here）↓ https://lnkd.in/gMicj2Jp *Although the articles are in Japanese, please feel free to contact me in English if you are interested in the content. I have posted the second part of my article series on Y Combinator’s Request for Startups on note. In this installment, I have categorized the topics into six groups: "AI Tools," "Defense & Space," "Manufacturing Technologies," "Climate Change," "Practical Applications of AR/VR," and "Finance." Each group includes an overview of current challenges and YC’s areas of interest. Please take a look. I plan to continue delving into areas of interest, including the current competitive landscape and insufficient technologies.

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To #startups attending #dubtechsummit on 29 - 30 May. If you are looking to be accelerated and/or are raising your #preseed or #seed round, do reach out!

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PE - 3 ideas for the next 3 years - just like every traditional company needs to be a SaaS company, every SaaS company needs to ultimately be an AI company - ramp up revenue growth but always protect the profits - today is the time to innovate (i.e. not re-invent) your business model & strategy - importantly, this applies not only to PE portfolio companies but also to PE firms to get the best IRR --- #pe #privateequity #business #strategy #saas

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Wise advice from Vinod Khosla on board members/advisors: Look for those who... ▶ Went through the pain of building companies ▶ Took decisions when future was not clear ▶ Lived through situations of not getting paid If they haven't founded, it's hard to relate to the founder's journey. Entrepreneurial experience and shared struggles are invaluable for providing genuine guidance. #entrepreneurship #board #advisors #founderjourney #startups #founders

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Keep in mind , both Microsoft and Amazon started in New Mexico but moved to Seattle. This is why you need to SUPPORT your Entrepreneurs in finding the needed resources Some city is BEGGING them and maybe even BRIBING them with incentives to move to their location. #Startup #entrepreneurs #investors

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ISP Strategic Leadership, Engineering, and Operations As an organization scales, there is often a need to separate strategic technology leadership under the CTO from internal execution under engineering and operations management. This allows the CTO to focus on outward-facing duties while enabling streamlined operational efficiency. However, it's crucial to recognize the differing motivations and needs of these distinct technical roles. On one hand, engineers thrive on tackling interesting, challenging projects that push their abilities and knowledge. They value working alongside capable peers, genuine recognition of technical accomplishments, and contributing to products/services that reach the market. In contrast, operations teams should strive for repeatable processes, continual improvement, and driving efficiency at scale. Their priorities revolve around standardizing workflows, minimizing disruptions, and incrementally optimizing existing systems and procedures to maintain consistent service delivery as the company grows. An effective organizational structure acknowledges this dichotomy, fostering an environment that fuels engineering innovation while providing operations with the stability and process-orientation they require. Striking this balance enables the company to stay agile and innovative through its engineering efforts, while simultaneously scaling operational execution in a reliable and repeatable manner. Competitive compensation remains an important motivator across both domains. By properly aligning structural elements, motivational factors, and leadership priorities, a rapidly growing ISP can position itself to attract and retain top talent across engineering and operations, driving sustainable growth and success in the dynamic technology landscape.

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Founderville believes one of the most significant opportunities is emerging in legacy system applications. We look for manual tasks to leverage AI for efficient automation. Rather than chasing massive TAM, which will be addressed by larger VCs, we focus on smaller market domains that won't be chased as hard. Think of "boring" processes that require human intervention or manualized tasks. Those are opportunities. Keep your eyes open if you have deep domain expertise in a non-automated and fragmented industry. #entrepreneurs #venturecapital #startups #saas

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Vinod Khosla, a renowned Indian-American billionaire and influential venture capitalist, is a key player in the industry, with a remarkable track record that includes founding Sun Microsystems and Khosla Ventures. His investments in companies like Square, Stripe, DoorDash, and Instacart have been pivotal. Mario Gabriele shares valuable insights from Vinod: - Remember, you may be closer to a yes than you think. - Focus on getting the goose, not just the golden egg. - Be prepared for resistance to innovative ideas. - Your ultimate task is to sell. Delve into top resources from Khosla to boost your entrepreneurial journey: 1. Pitch the way VCs think: [Link] 2. Master how to solve the Pitch Problem: [Link] 3. Explore "Plausible Tomorrows 2035-2049": [Link] 4. Read "Letters to a Young Founder" by Vinod Khosla: [Link] Leverage these insights to thrive in the realm of venture capitalism and entrepreneurship. #VentureCapital #Entrepreneurship #Innovation

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Wow, this is impressive. Real time deep fakes. It might not be perfect, but it doesn't matter. It's not just the use of the tech that worries me, but the collapse of trust that has already begun. It's like terrorism, it's highly asymmetrical. It only takes a few demonstrations and hints of what might be possible to instill fear and cynicism that is nearly impossible to unravel. Might this drive people off their devices and into the physical world again? Will Web3 and blockchain become essential after all, to prove authenticity, and how will that play out? Might this have some upside, because people will be more discerning about what they see online, or is it a bridge too far for our institutions and social fabric? What do you think?

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The most impactful technology augments human capability. Take assembly line work as an example: Robots enhance speed and precision but still require human oversight. This dynamic mirrors our evolving relationship with AI, especially within the service-as-software paradigm shift. As Jaya and I wrote in our recent blog post, AI's evolution from a basic tool into an autonomous agent isn't about replacing jobs. It's about reshaping them. This shift is part of a $4.6 trillion opportunity where AI not only boosts efficiency but also creates new roles, blending tech with human insights. AI doesn’t just replace—it reinvents how we work, creating more value than ever.

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