I get a lot of meaning from being someone's right-hand person. I love being in someone's corner.
We are not yet at the stage where applications, data and infrastructure are driving business outcomes and competitive advantage broadly. We are just at the precipice.
There is tremendous opportunity in enterprise technology. In our tech-saturated lives, it’s easy to forget there are massive swaths of the economy that are still underserved.
I am still surprised by how many Fortune 50 companies can’t find the technology they need to drive their core business.
I've seen what world-class management, storytelling and financial execution look like up close at McKinsey, Google Creative Lab and Hellman & Friedman. I can help founders know what great looks like so they can make decisions confidently.
Storytelling is an undervalued art in most companies, and especially in enterprise technology. The difference between good and legendary companies is how well they tell the story of how they make people’s lives better. It’s not just in their marketing – it’s in their product, design, business model and all-hands meetings.
The more clearly you can articulate the problem you’re solving and why, the more customers, talent and investors will choose you. Often, the simplest statements are the most striking. Those that make you ask: "Why doesn't it already work like that?"
As a kid, I used to play with Microsoft Encarta for hours, exploring different countries, historical moments, scientific topics – anything. It only hit me in college that this was not a video game but rather a digital encyclopedia.
I come from a big family of artists. Many are painters and musicians. I love to dance. I go to as many music, art and comedy shows as I can.
The relationships in my life are my greatest source of joy. Many of my friends are people I've worked and partnered with. Networks are great, but real friendships change your life.
Capital is a commodity, but trust and partnership are not. My mom was a capital partner to companies for 20 years, and then co-founded her own business. I saw how important trust was when she was on both sides of the table.
I ask a lot of questions, but when I'm on your team, I'm in your corner all the way. I don't underestimate how much you have at stake and how much you care.
Whether you're the founder or investor, there's pressure to always have the answer. It’s often more helpful to say “I don’t know yet.” The best boardrooms I’ve been in create a space for even the smartest, most capable leaders to bounce around ideas and ask for help.
Investing has sharpened my humility about the difference between what I know, suspect, and hope to be true.
I didn't think I would ever get to work with Sequoia. Don't be me – reach out. It’s never too early.
I want to put everything I've learned, and the power of Sequoia, to work in the service of our founders. But also give them the space and respect to do it all differently.
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