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Sometimes it feels like Twitter is following the Clubhouse script, only the movie is playing in super slow mo.

We are officially launched and ready to bridge the information gap between GPs and LPs. About damn time right?

Really thoughtful article (part 1) on the human side of starting and fundraising for an emerging VC fund.

Many tend to forget that VC is not a game of precision. Trying to invest in a 1/100 outlier is completely different than calculating the part tolerances on a commercial airplane (where millimeters is life or death). This should put their risk-taking behavior into context.

Bringing more transparency to the emerging VC community. Please participate in our fund admin satisfaction survey. 40 responses in the first 2 days. Let's keep the momentum going! reverevc.com/fund-admin-sur…

Hosted Eric Woo on VC10X - Venture Capital Podcast🎙️ Eric is the CEO, Revere VC We talk about: - How Revere got started? - Helping LPs build their VC portfolio. - Revere's rating system to evaluate fund managers - Helping GPs refine their story & more Full episode link in 1st reply👇

A quick plug for us at Revere VC 🥳 Would appreciate the votes from our GP/LP community!

Insights from our emerging VC community! Lake Dai

The SEC trying to regulate #VentureCapital sounds scary. But, grounds for suit aside, it does tug at a problem we have known all along: The information gap between LPs and GPs is real, and the asset class will always be viewed as “dangerous” until it's fixed. Thoughts? ⬇️

With VCs, quality deal flow is 👑. LPs know this, but evaluating & comparing sourcing capability is the hard part. Things we look for: - Proprietary/unique channels (YC doesn’t count) - A 1st, 2nd, and 3rd level channel breakdown - Scale (for when fund sizes inevitably grow)

We all had the same questions on how the SVB fallout would affect VCs and their portcos. Instead of throwing out our opinions, we decided to collect the data. In the last 24 hours, we surveyed 40+ GPs. What we found below ⬇️ ⬇️ ⬇️.

On key lesson from last few weeks as a startup founder/CEO: leadership worries about the problems so employees don’t have to. Then by charting the strategic direction, employees can then worry about the solutions. Such a fine line between chaos and focus.

It’s time to cast away previous notions about the fundraising playbook in VC. Being a “translation” layer between GPs and LPs requires so much more than getting them in the same “room”. Only through data and investment analysis can we connect the capital.

Tip for fellow startup CEOs: customers PAY YOU to solve their problems, YOU DON’T CHARGE customers to justify the work you do. Let that one sink in…#whatsyourvalueprop

Distilling my experience as a VC allocator: “Early stage requires conviction, late stage requires consensus.” You want the dissenting opinion pounding the table at early stage. At late stage seek diverse perspectives so as to not be blinded by own views. Hire appropriately.

For Emerging VCs, next week (Raise and Equal Summit) will mark the start of a new cycle. If you thought you were already running a marathon, that was the 10k part. Time to decide: tap out, press on, or pause to train for marathon. Choose wisely, but choice must be made.

Entrepreneurs have a burning, incessant desire to be proven right or proven wrong. Everyone else simply gives up way earlier.

Pro tip for LPs: VC is a participation (not spectator) sport. It will take 8-10 years to get bulk of money back. If you are on sidelines, that’s a long wait. But if you learn, gain strategic value, and compound your access thru the relationship economy, it can be very rewarding.