Partner at AirTree Ventures (Web3)
Check size: Neither Airtree nor Jackie publishes her personal check range or decision authority. The firm is seed-first and supports companies through later stages; individual portfolio round totals do not reveal Airtree's allocation or Jackie's authority.
Jackie backs Australia and New Zealand founders from very early product formation through scale. Her disclosed portfolio crosses AI and enterprise software, healthcare, fintech, consumer platforms, future-of-work tools, commerce, and purpose-led brands. Her investment notes repeatedly test market size and structural change, founder intensity and fit, customer love, defensible unit economics, resilience, and the ability to convert an initial wedge into a global company.
Explain the structural market shift and why the opportunity can become large, then show why this founding team is uniquely built for it. Bring direct evidence of product delight, retention or engagement, unit economics, recruiting magnetism, and operating speed. For pre-product companies, make the founder-market fit and market thesis concrete; for later companies, show repeatability, global expansion, and where Airtree's hiring and fundraising network can help.
Founders with speed, intensity, resilience, storytelling ability, deep customer empathy, and the capacity to attract excellent teams; large changing markets; delightful products; evidence of customer love; strong or improvable unit economics; global expansion potential; and missions whose commercial engine reinforces positive impact.
No personal pass list is published. Her investment notes imply concern when founder-market fit is weak, customer engagement is shallow, margins or acquisition economics cannot support the model, a team cannot recruit for the mission, or the product lacks a credible path from a local wedge to global scale. These are inferred diligence concerns.
When revenue evidence is unavailable, underwrite the size and structural timing of the market plus the founders' specific ability to build the product, brand, team, and operating system it demands.
Test whether delight and trust improve retention, organic acquisition, basket or account expansion, and ultimately the unit economics rather than functioning as brand language alone.
For health products, connect engagement mechanics to repeated behavior, clinical outcomes, payer ROI, difficult-population reach, and a scalable reimbursement or customer model.
Check whether commercial growth mechanically increases the stated impact, whether decisions consistently honor the mission, and whether that consistency creates defensible customer trust.
At pre-product and pre-revenue, the decisive variables are market opportunity and a founder able to build a loved brand, operate with intensity, recruit talent, and make demanding unit economics work.
Digital health value comes from sustained engagement among complex patients, clinically and commercially proven outcomes, resilient founders, and a payer model aligned with preventive care.
A purpose-led consumer company can compound trust, retention, strong economics, and global impact when the mission is embedded in every operating and capital-allocation decision.