Partner, Marketing & Communications at UDHC
Check size: Coulter has publicly said UDHC writes checks from pre-seed through Series A. A verified OpenVC firm profile lists $50K–$2M as UDHC's first-check range and says the firm sometimes leads; treat that as directory-level firm guidance rather than a Coulter-specific commitment, and confirm current size and ownership directly.
Coulter works with UDHC's early-stage onchain-finance portfolio, applying a marketing and communications lens to companies that can connect crypto-native infrastructure with the traditional financial system. The firm's public strategy emphasizes useful onchain financial products, strong user experience, regulatory awareness, transparency and a credible path toward decentralization; Coulter's specific contribution is helping technical teams turn those qualities into positioning, community and go-to-market execution.
Use Coulter's exact @coulter or /in/coultermulligan profiles and identify the relevant UDHC mandate. State round, instrument, amount sought and current traction; explain what financial workflow moves onchain, why users switch, where regulatory and decentralization constraints enter, and how the product fits UDHC's infrastructure/data/liquidity/asset stack. Because his documented remit is MarComms and portfolio support, include positioning, target customer, distribution, community design and the hard-to-explain concept you need to make legible. Do not address him as UDHC's founder; ask who owns the investment decision and confirm current check size directly.
Early-stage teams expanding onchain finance with a concrete use case, usable product experience and a credible connection to the traditional financial ecosystem; founders who can explain a complex system simply; products that make finance more compliant, transparent and accessible; differentiated infrastructure, data or liquidity layers; and teams receptive to hands-on brand, community, messaging and launch support.
Likely weak fits—derived from UDHC's stated mandate rather than a published personal blacklist—include projects outside onchain finance, products with no defensible use case or user-experience path, decentralization used only as a slogan, teams unwilling to engage with regulatory touchpoints, and technically interesting systems that cannot communicate who needs them or how they reach users.
Start with the financial use case, then ask whether product experience and distribution can create a real adoption inflection rather than relying on blockchain novelty alone.
A technically sophisticated company still needs a precise audience, simple promise, credible narrative and repeatable go-to-market playbook; inability to make the product legible is a portfolio risk.
Assess how an onchain product connects to existing financial users, institutions and workflows instead of treating the crypto ecosystem as an isolated market.
Map the regulatory touchpoints, control, funding and community path by which a company can grow while moving toward meaningful decentralization.
Match portfolio needs to operating expertise—marketing, communications, legal, policy and operations—so capital is paired with specialist help at the stage it matters.
“Crypto in ‘26 is when it’s no longer defi/onchain etc … it simply blends and becomes ‘finance’.”
— https://x.com/coulter