Pioneered 'Bottom-Up SaaS' — the strategy of applying consumer growth tactics to B2B products. At PayPal he learned viral distribution; at Yammer he proved it could work in the enterprise, growing from zero to $56M ARR in under four years before selling to Microsoft for $1.2B. The core filter is predictable, compounding recurring revenue with strong unit economics. Invented the 'Burn Multiple' metric (net burn / net new ARR) that has become an industry-standard efficiency benchmark. Believes the best SaaS companies combine the growth potential of B2C with the enterprise budgets of B2B. Invested in 20+ unicorns. Operator-investor who thinks in SaaS metrics and has published detailed frameworks (Burn Multiple, Difficulty Ratio, The Cadence, Pipeline Metrics) that founders can reverse-engineer. Recently transitioned from General Partner to Venture Partner at Craft as the firm moved away from seed-stage investing.
B2B SaaS with real traction and bottom-up adoption patterns. Founders who understand unit economics deeply (ARR, NRR, CAC payback, magic number). Products users love enough to bring into their org without a top-down mandate. Companies showing improving Burn Multiple, credible Rule of 40, and rising Net Dollar Retention. AI companies designed for model swapability so COGS improve over time.
Top-down enterprise sales without product-led growth. Murky unit economics. Pre-product companies without a clear distribution thesis. Companies that require long sales cycles to get initial traction. AI companies locked to a single model provider with no gross margin improvement path. Startups where deal size and sales cycle are misaligned (bad Difficulty Ratio).
Come with metrics. He's an operator who thinks in SaaS metrics. Know your ARR, net revenue retention, CAC payback period, magic number, and burn multiple before the meeting. Show bottom-up adoption — users choosing your product, not a buyer mandating it. Demonstrate your Difficulty Ratio makes sense (deal size commensurate with sales cycle). If you're an AI company, show split AI/non-AI margins and a path to 70%+ gross margin. Show improving Burn Multiple, credible Rule of 40, and rising NDR. Don't pitch top-down enterprise sales without a PLG motion. He values founders who came from consumer or have consumer DNA — people who think about end-user delight, not just buyer procurement. Sub-60 day sales cycles for deals under $25K ACV. He respects founders who understand that product-led growth alone isn't enough — you eventually need to get good at sales.
Evaluating crypto projects on three dimensions: network effects, switching costs, and token incentive alignment.
Crypto follows predictable 4-year cycles tied to Bitcoin halving events.
Insights on startup building, fundraising, and founder-VC dynamics from the PayPal Mafia era.
Network effects + switching costs + token incentives = the crypto moat trifecta.
“When we started Yammer, we were a bunch of consumer internet founders who decided to attack the enterprise. My mindset going into enterprise software is why can't we hack the distribution the same way that we did at PayPal with consumer products?”
— Various interviews on Yammer founding
“The best SaaS companies have 120%+ Dollar Retention each year.”
— The SaaS Metrics That Matter (Substack)
“The starting point for understanding a SaaS business is revenue growth — the best proof of product-market fit.”
— The SaaS Metrics That Matter (Substack)
“One of the best features of SaaS businesses is how easy they are to measure. Only a handful of metrics really matter.”
— The SaaS Metrics That Matter (Substack)
“You don't guess product-market fit, you feel it — customers pull the product out of you. In B2B SaaS, that pull shows up as shorter sales cycles, higher conversion, and customers who complain when you take something away.”
— PMF framework discussions
“Product founders trying to figure out an outbound motion, or sales founders trying to figure out bottom-up/product-led growth, generally doesn't work as a strategy for getting to initial traction.”
— Twitter/X
“We launched Yammer, we had this somewhat naive idea that if the product worked, if it took off, that enterprise would simply pull out their corporate credit card and just buy it, that we would never need to build a sales department. The central learning of Yammer, from a company building standpoint, is that we had to get good at sales.”
— Various podcast interviews
Born in South Africa, raised in Tennessee. Founding COO of PayPal, where he learned viral distribution mechanics. Produced the film 'Thank You for Smoking.' Founder/CEO of Yammer (enterprise social network acquired by Microsoft for $1.2B in 2012). Co-founded Craft Ventures in 2017. Co-host of the All-In Podcast, one of the most popular tech/investing podcasts. Named White House AI & Crypto Czar by President Trump in December 2024. Served in that role through early 2026, then transitioned to co-chair of PCAST (President's Council of Advisors on Science and Technology) in March 2026. Named to TIME 100 Most Influential People in AI (2025). Co-founded Glue, an AI-native workspace chat product, in 2021 (launched publicly May 2024). Created SaaSGrid, a SaaS metrics platform tracking 70 essential metrics. Member of the 'PayPal Mafia' alongside Elon Musk, Peter Thiel, Reid Hoffman, and others.
“A decade ago there was a really sharp divide between consumer and enterprise, these spaces were highly compartmentalized. We brought a lot of consumer thinking and consumer tactics to enterprise... Gradually the barriers have really come down, to the point where I think most founders see this consumerized approach as probably the best way to develop enterprise software.”
— nfx podcast
“If a user signs up but can't figure it out because it's just too complicated, or there's some massive implementation that has to take place first before they can get value out of the product, you're better off putting them through a sales demo before letting them sign up.”
— Bottom-up SaaS discussions
“There's a clear answer to this: If your product can be a team product, teams are better.”
— On individual vs. team products
“The rate of progress is exponential right now on at least three key dimensions. The models are improving at a rate of 3-4x a year. The chips are improving at 3-4x a year. The datacenters are scaling at 3-4x a year.”
— All-In Podcast / X (2025)
“The war on crypto is over.”
— Crypto Ball, January 2025
“I'm not on the Russian side, or the Ukrainian side, per se. I'm on the American side.”
— All-In Podcast, Ukraine discussions
“Network effects plus switching costs plus token incentives equals the crypto moat.”
— All-In Podcast