MD+court jester @generalcatalyst running the customer value fund | Sold cos to @palantirtech, @meta | Studied comedy @stanford

San Francisco, CA
Joined May 2012
ai doesn’t see the genius inside of me
There’s still time…
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never have I felt more patriotic than listening to @__kvm talk about how ozempic is a truly american invention
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yay go me and go cvf
Note-taking tool Otter․ai raised $320M in non-dilutive capital from General Catalyst's Customer Value Fund; PitchBook says it raised $50M prior to this round (@indianidle / TechCrunch) (Visit Techmeme dot com for the link and full context!)
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Next time a Hinge date asks why I’m single, I’ll tell her some frontiers have to be paced
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Our short film started with one line: "I want to ride my bike on the moon." When it comes to the creative case for investing in space, imagination precedes ambition. What looks naive in scientific progress is remembered as inevitable, but only if someone funds the gap in between.
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I just talked to @max_rimpel about building a new kind of cloud from scratch and why building AI applications forces us to rethink infrastructure.
"If you're not tackling hard problems, why are you creating a startup?" @bernhardsson was told to use Kubernetes. Instead he built @modal's file system and container runtime from the ground up, tuned for the speed AI workloads demand. With Modal, containers boot in under a second, and workloads burst from zero to thousands of CPUs or GPUs in a few lines of code. Watch @max_rimpel in conversation with Erik. Chapters 00:00 — Learning to Code on a Mac Plus 04:38 — Building the Engine Behind Spotify’s Discover Weekly 09:17 — The Pandemic Project That Became Modal 10:14 — The 1 to 2 Year Rule for Picking Startup Problems 12:36 — Broke Until Stable Diffusion Hit 15:42 — Architecting a New Cloud for AI 17:41 — Agents Want the Same Things Developers Do
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First equation I’ve seen in a fund letter! As startups become more technical, the funds adapt as well. (h/t @generalcatalyst)
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praying is anti-agency. getting your capital back is agency. buying back your company so you own more and control more is agency. this is about agency.
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I’m speaking at AIE SF World’s Fair on July 1st in the Sandbox & Platform Engineering track. My talk is called "From fork() to Fleet: Designing an Agent Sandbox Cloud". I’ll cover the OS and Infrastructure ideas behind Agent Sandboxes in depth: Runtime isolation options such as Containers, MicroVMs, and related tradeoffs; Storage as the next unlock for agent capabilities; and Orchestration at scale for fleets of sandboxes. I like explaining systems from first principles, so we’ll go down to the metal, to build design intuition around these topics. Hope to see you there. It's a 2 part talk.
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Huge congrats to the @factorialapp team on announcing their $150M Series D at a $2.5B valuation! Ten years after being founded in Barcelona, Factorial has reset from a SaaS company into an AI Workforce Operations Platform, serving 16,000+ businesses across 90+ countries and becoming one of the most valuable scale-ups in Europe. Having supported the company since the Seed round, it’s been incredible to watch this journey unfold. Congrats to @jordiromero ,@bernatfarrero and the entire Factorial team. Onwards! 🚀
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🚀Factorial has raised $150 million in Series D funding at a $2.5 billion valuation, becoming one of the most valuable scale-ups in Europe. The round will support @FactorialEs's expansion and product development across Europe. Congrats @jordiromero, @bernatfarrero & team! tech.eu/2026/06/03/factorial…
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BREAKING: Spanish @factorialapp has JUST raised a WHOPPING $150m Series D at $2.5bn valuation! 🇪🇸 The round was led by @generalcatalyst (@pranavsinghvi), who have also committed an additional $540m through its Customer Value Fund. This is AMAZING news for one of the top companies coming out of Spain. I spoke to Founder and CEO Jordi and discussed: 0:00 - Introduction 0:21 - General Catalyst invests $150m in Factorial 1:10 - Why raise capital now? 2:28 - The relationship with General Catalyst 3:55 - How the Customer Value Fund works 5:24 - From HR software to AI-native workforce operations 9:00 - Leading AI transformation inside a company 11:18 - Why Europe is a great place to build 13:16 - Barcelona’s startup ecosystem 15:52 - Lessons from Silicon Valley 18:21 - Building a company for the long term 19:57 - What Factorial looks for when hiring Congrats @jordiromero, @bernatfarrero, Pau Ramon Revilla, and the rest of the Factorial team!
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Another great post
The Silicon Valley I came to in 2016 -- once a low-status refuge for weirdos, naive tinkerers, and missionaries -- has been overrun by input-maxxing Kumon striver types. Company-building for this class of “entrepreneurs” is an exercise in performative escalations between startups touting their inputs: who can burn the most tokens, who can work the most hours, who can get the most views on an over-produced launch video. This is why even “ARR,” which should be (and once was) an output of an excellent product and sales engine, has become a noisy, somewhat fake input -- into a machine designed to capture the zeitgeist for 15 minutes, dupe VCs, and maximize fundamentals-agnostic capital flows into a business. Actual company-building is a sideshow for the “cracked” YC-backed founder-striver. When you talk to many of these people, they have no idea why they’re building what they’re building in the same way that a 16 year old doesn’t really know why he joined 12 clubs or took 15 AP classes -- only that they desperately want to maximize their visible, measurable inputs, tell you about it, and collect their gold star. It’s easy to place the blame on YC, and they surely deserve plenty of it, but YC’s turn towards performative, low-stakes, incrementalist entrepreneurship is really just another symptom of the broader problems plaguing Silicon Valley: the inevitability of industry maturation and the playbook-ization of startups, demographic change, financial nihilism downstream of bad policy and psychopathic rhetoric coming from some leaders, etc. The real progress being made amidst all of this is astounding, but the increasingly absurd shenanigans won’t stop until the culture punishes bad behavior and we prosecute, literally, some of the criminals running these companies.
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Meet GC
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I've said it before, but CVF is one of the most interesting financials products that we offer founders at GC.
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Thrilled to welcome @nikesharora as @generalcatalyst's first lead independent director. Nikesh brings the rare combination of investor thinking and operator execution and has led some of the most consequential tech orgs in the world. I've long admired the clarity and ambition he brings to everything he does. Nikesh joins me and our chairman @ChenaultKen on the board. Look forward to our work together building GC and supporting the founders we back.
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Venture capital evolved from featuring savvy research analysts like Mary Meeker and Bill Gurley to people who can’t define FCF because technology companies (for better or worse) generally rewarded the latter over the last few decades. Consider the two big waves where VCs made most of their money in the last 15-20 years: mobile-first consumer social/internet and SaaS. Mobile/social companies operated in largely permissionless markets that inherently favored young founders, who naturally are not particularly financially sophisticated. SaaS markets, while they generally favored slightly older and more mature founders, similarly didn’t reward financial sophistication; product and GTM chops were far more important. Both internet and SaaS businesses ran relatively capital-light business models with high gross margins, which gave companies a lot of wiggle room. Financial optimization was just not a key driver of success. And these companies were all built against the backdrop of an enormous bull run and low interest rates post-GFC. Companies could generally raise cheap equity, and most felt like they just didn’t need to think too deeply about how to properly capitalize their businesses. Silicon Valley became a place where engineering/design/product/sales skills were rewarded and finance was not. “Wall Street” was looked down upon, and people who cared about finance were derided as being slow, bureaucratic, extractive, negative-sum, etc. These dynamics have obviously changed. The frontier AI labs are extraordinarily capital-intensive. Some of the hottest applied AI companies have negative gross margins, where optimization on that front over time will make or break their businesses. The asset-heavy aerospace/defense/industrial companies in El Segundo naturally require capital structure sophistication. Technology as a broad industry has matured, and many winning founders are no longer whimsical Stanford types who spent their summers writing code, but Wharton grads who cut their teeth at banks and buyout firms. And, whether companies will admit it or not, the equity capital markets are essentially shut for all but a very small handful of companies, whose success will now depend on their ability to think even slightly outside the box on capitalization. Finance is now a first-class citizen in Silicon Valley.
We lost financial literacy in VC with the rise of the “Deal Guy” Deal guy doesn’t concern himself with understanding boring stuff like FCF. He would’ve stayed in banking if that was the case. His job is simple. Find the fire. Get close to the heat. Enjoy the warmth and get out before the fire burns you.
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kvm retweeted
We raised $7.5M to kill AI slop. Introducing Moda: the world's first design agent with taste. RT+ comment “Moda” and we’ll design your brand for FREE.
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kvm retweeted
Bill Gurley’s article doesn’t conclude “paid marketing bad”, just “be very careful”. Big outcomes have clearly come from paid marketing: Monday, Grammarly, Squarespace. He himself concludes that it “has a very important place in business… that requires.. thoroughness in its implementation” His 10 points on the pitfalls of CAC/LTV math (all true) boil down to: - Organic channels are better economics with better user: social, virality and PR - If you can’t track which customers came from LTV, you over count all new customers which you would’ve acquired anyway. Your equation is just wrong. - Current LTV math does not hold in the future as you scale. Costs scale as the business scales. You might acquire worse customers who churn quicker. Raising ARPU can cause churn. Companies use dirty tactics to prevent churn (increase LTV) and you can see ensuing complaints in the BBB - Spending it better on the customer to improve the experience and increase organic growth can be way better for long term business (eg Amazon) - You have to keep running the treadmill to grow and if your balance sheet can’t hold it, your business slows down and the valuation dips from peak (thankfully instruments like GC’s CVF addresses this and many other points here)
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