One of the best parts of the venture job is uncovering "engine industries" that power large swathes of the global economy in a behind-the-scenes fashion -- supply chains in agriculture, industrials, freight.
Looking at them from the venture perspective comes with pros / cons.
Looking at them from the venture perspective comes with pros / cons.
It's easy to take the approach of "software hasn't eaten X," but there's nuance.
MFST Outlook + "vertical software company you've never heard of" sometimes do the trick, even if there are inefficiencies.
MFST Outlook + "vertical software company you've never heard of" sometimes do the trick, even if there are inefficiencies.
Even if you find the right attack vector into the space to build a venture-scale company, you have to do a lot of work and messaging to convince VCs to take the leap. More so than a next-gen architecture for DBs or a collaboration tool for remote work.
These might be the large, multi-$B markets they're looking for, but lengthy sales cycle + GTM aversion is real.
Tangential: some think that if you can move a top 3 biz metric for the likes of PG&E (energy), C.H. Robinson (trucking broker), Weyerhaeuser (timber), they'll pay for it right away. It's a product question.
Problem: how do you build the context to know how to do that?
Problem: how do you build the context to know how to do that?
