Daniel Bernard

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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A few Friday thoughts... After several days in Chicago surrounded by 200+ LPs at the ILPA Members' Conference covering everything from AI to NAV facilities, I'm headed into the weekend energized by what's to come. That may come at a surprise after the week we've had as an industry. The decision from the U.S. Fifth Circuit on the SEC's Private Fund Advisers rules was handed down just moments before we kicked off ILPA’s AGM on Wednesday. All along, ILPA has viewed the PFA as addressing areas that pose risks to both LPs and the industry around transparency, governance and alignment of interest. It was disappointing—albeit not a shock—to see the PFA vacated. But ILPA is choosing to turn our energy to the compelling opportunity before us as an industry. Together, we can chart the path for how we'll work better together, on our own terms. Particularly around transparency. Just days prior to the ruling, we had debuted the next evolution of ILPA reporting templates on fees and expenses and performance for industry feedback. The templates were developed by a broad industry coalition over a three-month period, partly to comply with the PFA quarterly statements rule implementation deadline, but largely because this work needed to be done. We've temporarily paused the comment period. Now we have the benefit of more time to ensure that these minimum reporting standards have cross-industry buy-in to ensure wide support and adoption. Will you join us in this effort, in paving the way forward as an industry? https://lnkd.in/e-6hspU4

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Earlier this year, we surveyed our fellow Los Angeles-based GPs to get a pulse check on the LA venture ecosystem. Here’s what we found: 💗 Deal flow is healthy, and most LA venture investors (68%) are seeing the same or more deal flow YoY. ✈ LA investors are spending time in a variety of markets, with NYC, Austin, and SF following closely on LA’s heels. 🔍 Innovation is concentrated in AI and machine learning, space, and commerce. 💸 Funding is happening, but it’s barbell-shaped, with deals concentrated at the early and late stages. Funding post-Series A has been challenging. 🚩 LA is differentiated, but not without its challenges. Key difficulties include not attracting enough AI talent (despite having the largest number of engineers graduating from our region over any other in the United States); talent relocated to more tax-friendly or less expensive locations; and the great SoCal / NoCal divide 🙏 Thank you to all our many respondents! I’m so glad to be part of a venture ecosystem that includes great minds like Anna Barber, Brent Murri, W. Christine Choi, Sarah Tomolonius, Rob Smith, Win Chevapravatdumrong, John Tabis, Jill Royster, Jesse Draper, Ashley Balla, Britt Danneman, Tram Lai, Carmen Palafox, Elaine Russell, Deborah Benton Amanda Schutzbank, Brian Lee, Petra Griffith, Minnie Ingersoll, Shamin Walsh, Gabe Greenbaum...wow, this list could go on forever...plus too many other exceptional humans to name. You know who you are! Explore our findings more deeply with our survey dashboard: https://bit.ly/3JsaLaB

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As part of a recent #SaaSTalks session, I had the pleasure of speaking to two seasoned #GTM experts, Girish and Charanyan, and we had a very engaging discussion on GTM for SaaS firms focused on SMBs. Our discussion inspired me to put down a few thoughts of my own to guide startup founders venturing into the SMB space. If you’re a SaaS founder looking to get started on GTM, here are some suggestions! Arpit Maheshwari Sayantan Sarkar Naman Jain

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Great analysis of the acquisition of Teampay by Serra Ventures Portco Paystand and how together they will transform the B2B payments system. https://lnkd.in/gqRCESE9

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Authorization is one of the more complex (and, let's face it, thankless) tasks about building an application. Oso has emerged as the leader in abstracting #authorization as an independent service; just like authentication.

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BforeAI is a novel approach to stopping threats outside your borders. It’s worth checking out if you ever find the need for brand protection, takedowns, or just want some the best advance notice threat intel to empower your security operations.

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🎙️ Amy Saper is a force of nature, having held senior product roles at Uber, Twitter, and Stripe, as well as being a partner at Accel and a Sequoia Scout, before joining forces with Jeff Clavier Tripp Jones Susan Liu Andy McLoughlin and team at Uncork Capital. Amy and I had a great conversation recently (Podcast in the comments below), but here are the main areas we covered: 1)Transitioning from product roles to VC: The adjustments that needed to be made and the similarities and differences of VC and working at startups. 2) Capital Constraints and Creativity: Drawing from her Twitter days, where the original 140-character limit spurred creative communication, she believes that today's capital constraints can be a large net positive for companies in unlocking creativity. 3) Being Client centric as VC: A strong parallel exists between operating companies and venture firms in their customer focus. What does being client centric mean in the context of VC firm and what is VC's version of Product-Market Fit? 4) Talent Attraction and Development: Her non-negotiable is a founder's ability to attract and develop top talent as it's a huge correlation to startup success. listen to the full conversation in the link in the comments: #VentureCapital #Startups #Innovation #Entrepreneurship #Leadership #fundraising‍‍‍‍‍

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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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Rubrik’s IPO Signals Venture Capital Optimism and Growth Opportunities Rubrik’s recent IPO triumph serves as a powerful signal for venture capital investors. The company’s valuation surge provides hope for reasonably priced growth financing rounds. However, many companies still find themselves below the valuation of their last funding round, patiently awaiting brighter days. Here’s a closer look at Rubrik’s journey: Successful IPO: Rubrik’s stock price soared 17% on its debut day, closing at $37. The firm’s valuation now stands at approximately $6.49 billion. Upsized Offering: The IPO raised a whopping $752 million, fueling Rubrik’s expansion plans and valuing the company at $5.6 billion. Steady Growth: Rubrik’s valuation has steadily climbed. In January, a Series E round valued the company at $3.3 billion, up from $1.8 billion in 2017. Investment Backing: Microsoft, Greylock, and Lightspeed have all backed Rubrik, reinforcing its potential. #IPO #VentureCapital #TechCompanies #GrowthOpportunities #DataSecurity #CloudComputing #Cybersecurity

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🌟Innovative VC Firm Overcomes Exits Drought with Secondary Sales🌟 ⛵Navigating a challenging landscape where exits are scarce, Santa Barbara Venture Partners (SBVP) has pioneered a novel approach to sustain its growth and attract investors for its second fund: secondary sales. Instead of waiting for traditional exits like IPOs or acquisitions, SBVP opted to sell shares of its portfolio companies, demonstrating its ability to generate returns for investors and stand out in a competitive market. 🎤According to Dan Engel, founder and managing partner of SBVP, these secondary transactions have been a game-changer, sparking investor interest and bolstering the firm's credibility. By leveraging its recent successes, including a lucrative stake in sports-betting company DraftKings Inc.' acquisition of digital lottery app Jackpocket, SBVP seized the opportunity to return profits to its limited partners (LPs) and pave the way for its second fund. 💡Engel highlighted the challenges faced by young VC firms in raising subsequent funds, particularly amid a downturn in exit activity and heightened investor scrutiny. With traditional exit routes becoming increasingly elusive, the pressure is on for firms to demonstrate tangible returns and establish a track record of success. ✨"For us, secondary sales have been a game-changer. They've helped us return profits to our LPs and attract investors for our second fund," said Dan Engel. 💰For SBVP, the decision to pursue secondary sales was driven by the need to provide liquidity to LPs and validate its investment thesis in the eyes of prospective investors. By strategically offloading portions of its holdings in high-performing portfolio companies like Bark Technologies and Rad AI, SBVP not only generated substantial returns but also bolstered investor confidence in its ability to deliver results. ⚠Despite the complexities and potential stigma associated with early share sales, Engel emphasized the importance of prioritizing investor returns and seizing opportunities to unlock value for stakeholders. With a focus on profitability and transparency, SBVP remains committed to its mission of delivering sustainable growth and maximizing returns for its LPs. 🔍 "Returning profits to our investors is our top priority. By strategically selling shares, we're proving our commitment to delivering results and driving value for our stakeholders," added Engel. As SBVP continues to explore secondary transactions and expand its investor base, the firm stands as a testament to innovation and resilience in the face of market challenges. 🚀 ✅ Looking to raise capital for your #fund and increase the international pool of your LP #investors?   🤝 Need warm #LP introductions?   📝 Selling #secondaries to increase liquidity?   🧐 Looking for co-investments?   ▶ G+QUANT's link for inquiries and fund decks: https://lnkd.in/gjC_EuTE #VCInnovation #SecondarySalesSuccess #InvestorReturns #ValueCreation 

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Access to scaling/ working capital for small to midsize businesses is difficult to come by. Pipe is changing that by embedding their financial solution into the current workflow of small/ midsize businesses. This is literally a game changer. See Luke Voiles' post and the Fintech Nexus article to learn more.

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If you’re an early-stage founder, finding out what your customers *really* want so you can build the right product is critical. I’m excited to share some of First Round Capital's PMF Method program with Gagan Biyani on Friday! Gagan has founded 3 companies including Udemy, Sprig, and Maven. We’re hosting this live conversation for product leaders & founders on how to reach PMF. You’ll learn: - How to identify your customers' real problems - How to test demand by selling before building - When to write code vs. build a no-code MVP RSVP to join on June 14th (it’s free): https://bit.ly/3VBAK69

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💼 Founders, check out SVB's new Streamlined Closing Form! This could save your startup thousands in legal fees and speed up your loan process. 🎥 Watch the video and get all the details. Link to the article in the original Kruze Consulting post. #Startups #VentureDebt #SVB #Finance

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We are excited to back EnFi, Inc in their first round of financing. They just came out of stealth and announced a $7.5 million raise from our good friends at Unusual Ventures, Boston Seed Capital, Argon Ventures and us at Impellent Ventures. Scott Weller spoke with me about his new idea around revolutionizing credit risk analysis through AI, begrudgingly bemoaning getting pulled back into yet another startup :) He and Josh knew there had to be a better way to get risk analyzed fast at the level of the enterprise after the great SVB failing occurred and left thousands of founders scrambling away from their multi-covenant loans. They needed to move their money but couldn't because other financial institutions still relied on a clunky, long process of assessing loan-worthiness. Enter Enfi. I asked him to invest. Scott was another one of those entrepreneurs we'd back no matter what they were doing. It took a while to get him and the indomitable Joshua Summers to make room for us. But they finally relented, because I'm annoying. Very, very annoying. Like a chihuahua with a kazoo, except worse. Ask anyone... EnFi’s platform is revolutionizing credit risk analysis, underwriting and portfolio management through advanced AI and real-time monitoring for complex credit instruments. Their innovative approach to Continual Risk Analysis provides institutional and private lenders with deeper insights and automation, enhancing decision-making and risk management. Congratulations to co-founders Joshua Summers and Scott Weller, and the entire EnFi team. We are proud to be part of your journey and look forward to your continued success! #Fintech #AI #Lending #CreditRiskManagement #Innovation

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** This is not Financial Advice, so do your own due diligence ** I have been a long time Cisco bull --like forever -- but I was disappointed by CSCO's latest earnings call. I fear, Street is over-modeling FY26 rev growth of >5% Y/Y.. if the past is any indicator, CSCO just cannot sustain over 1% CAGR growth, let alone the 5+% CAGR over a 3 year period. Opinions aside, facts are CSCO 3 yr CAGR is ~1% (70bps to be exact) vs the 5 - 7% CAGR it guided, which btw the company lowered after first offering 7 - 9% CAGR they guided to--even with the backdrop of COVID-led enterprise refresh. Hard to see CSCO's campus opportunity growing here, I'd rather argue we just went through a peak cycle as is evident from the Peak Gross Margins for both CSCO and SPLK. Plus Jayshree Ullal and team at Arista Networks are eating away share in the Fortune-100. $PANW's pjatformization play will likely take a bite out of CSCO's security story, which frankly took too long for CSCO to right! integrating point solutions and stitching them together just doesnt work in security-- CSCO should borrow a page from $FTNT on how to organically grow in security. CSCO has a lot of work ahead of them, SPLK had been on the block for so long, its previous mgmt. significantly under-invested in SPLK and so now CSCO has to step up and drive incremental Opex. Beyond incremental opex, the higher interest rate expense is gonna eat away the EPS.. Streets ~$3.70 FY26 EPS is too high.. would be lucky if they get to $3.50. You know CSCO is in trouble when they got out of their comfort zone of tuck-in acquisitions (typically less than $3B) and bought SPLK for $28B! Remember, Harvard Business School wrote a case study on CSCO's "innovation through acquisition" untill John Chambers disastrous acquisition of Linksys (to expand into consumer market). History is clear the Linksys acquisition was a disaster. Look M&A is hard, Tech M&A is even harder and large tech M&A is next to impossible to be successful. To be fair, CSCO has out executed in the past, its track record in M&A is simply outstanding, one of the reasons why CSCO is still as relevant today as it was during the hight of the "dot com" bubble. CSCO rightfully belonged in the tech leader with the likes of $MSFT, $ORCL. But with the SPLK deal odds are against them -- i suspect this deal was dont by "financial heads" vs the "product leaders". Sure SPLK was big enough to drive a step function improvement in CSCO's software revenue story.. but it also comes with a set of challenges that CSCO is not accustomed to. Odds are against CSCO this time.

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

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