Partner at Kleiner Perkins
Check size: No personal check range or current investment authority is published. Joubin's official role centers on portfolio go-to-market support and operating Roadrunner; founders seeking a new investment should confirm routing through Kleiner's current investing team rather than assume he is a check-writer.
Joubin's current work is company building and portfolio operations. He helps founders construct and scale go-to-market organizations, using experience taking cloud businesses from an initial seller to tens of millions in ARR. As Roadrunner's co-founder and CEO, he also operates inside Kleiner's incubation model. His practical lens is whether a company can translate product value into a repeatable customer segment, sales motion, team, partner ecosystem, and learning cadence.
Do not assume Joubin is a current new-investment decision maker. For portfolio or incubation help, bring the target customer, urgent problem, product value, current ARR or usage, pipeline by stage, win/loss evidence, sales cycle, pricing, channel assumptions, hiring plan, and the exact constraint to solve. For an introduction, name the desired person, why the connection benefits both sides, and the specific next step.
Founders prepared to work concretely on customers, segmentation, pipeline, sales process, hiring, and ecosystem relationships. His operating history suggests value in clear product value, ambitious but measurable ARR goals, strong executive talent, repeatable revenue motions, and teams with the grit to iterate through scaling problems.
No personal investment pass list is public. For his current remit, weak fit includes generic fundraising outreach that assumes check authority, GTM discussions without customer or pipeline evidence, premature sales hiring before a segment and motion are understood, and teams seeking introductions without a specific mutually useful outcome.
Move from founder-led learning to a repeatable motion by fixing the initial segment, buyer, problem, value proof, sales steps, pricing, implementation, and success metric before scaling headcount.
Break growth into pipeline creation, conversion, deal size, sales-cycle time, implementation, expansion, and retention; identify the one constraint whose removal most changes the revenue curve.
For an ecosystem connection, define the business objective, why the two parties are relevant to each other, what context can be shared, and a bounded next action that respects both sides' time.
Evaluate how leaders respond when hiring, customer demands, product gaps, and targets collide: look for candor, learning speed, sustained intensity, and the ability to redesign the system rather than merely push harder.