Leads Kleiner Perkins' enterprise practice. Previously at Social Capital where he led the Slack and Figma investments — two of the most product-obsessed enterprise companies ever built. Strong product-first culture: believes the best enterprise companies feel like consumer products. The enterprise should be delightful, not just functional. Mamoon's core insight: enterprise software was historically sold top-down (CIO buys for the company), but the best modern enterprise companies grow bottom-up (individual users love the product, it spreads through the organization, and eventually the company buys an enterprise license). This 'product-led growth' (PLG) pattern defined Slack, Figma, Notion, and many of the best enterprise companies of the last decade. Now at Kleiner Perkins, Mamoon applies this same lens to AI-native enterprise products — looking for AI tools that are so delightful and useful that they spread organically within organizations.
Founders with deep product vision who obsess over user experience even in B2B. Enterprise products that spread bottom-up through organizations — PLG at its core. Companies where design is a competitive moat. AI applications that make enterprise software genuinely delightful. Founders who understand both the product craft and the go-to-market dynamics of bottom-up adoption. Products that users love so much they become internal advocates.
Ugly enterprise software sold purely on features. Companies competing on price rather than product quality. Late-stage investments. Founders without strong product instincts. Enterprise companies that rely solely on top-down sales without any organic adoption. B2B products that feel like B2B products — Mamoon wants B2B that feels like B2C.
Lead with product. Show a demo, not a deck. He invested in Slack and Figma — two products defined by their UX. If your enterprise product doesn't feel delightful to use, it's probably not a fit. Show him the craft. Demonstrate bottom-up adoption — are individual users choosing your product on their own? Show organic growth signals, user love metrics, and NPS. If you're building AI-native enterprise software, show how AI enables something fundamentally better, not just incrementally faster. Be prepared to discuss your product philosophy — why you made specific design choices, what user research informed your decisions, and how you think about user experience in B2B. Don't lead with TAM slides or competitive matrices. Lead with 'let me show you what we built and how users react to it.'
The best enterprise companies grow bottom-up: individual users adopt the product because it's great → it spreads organically → teams and departments adopt → the company signs an enterprise license. This motion produces better products (constant user feedback), stronger retention (users chose it, not IT), and more defensible businesses.
In enterprise software, design and UX are underrated competitive advantages. Slack won against Hipchat because it was delightful. Figma won against Sketch because it was collaborative and beautiful. When users love your product, switching costs become emotional, not just technical.
The line between B2B and B2C product quality should not exist. Enterprise users are also consumers — they know what great software feels like. The best enterprise products (Slack, Figma, Notion) meet consumer-grade UX expectations.
The next wave of enterprise winners won't be existing products with AI bolted on — they'll be new products built from the ground up around AI capabilities. These AI-native products will replace entire workflows rather than incrementally improving existing ones.
The best enterprise companies grow bottom-up. Individual users adopt the product because it's great, it spreads organically through the organization, and eventually the company signs an enterprise deal. This PLG motion produces better products, stronger retention, and more defensible businesses than traditional top-down enterprise sales.
Design and user experience are competitive moats in B2B, not just nice-to-haves. Slack won because it was delightful. Figma won because it was collaborative and beautiful. The next generation of enterprise winners will be the products that users love, not just tolerate.
Contributions to KP's thought leadership on enterprise investing, AI-native software, and product-led growth.
“The best enterprise products feel like consumer products. If your B2B software doesn't feel delightful, you're doing it wrong.”
— Multiple interviews
“I invested in Slack because it was the first enterprise tool I'd ever seen that people genuinely loved using. Not tolerated. Loved.”
— Slack investment retrospectives
“Figma proved that design can be a moat. When your product is so well-designed that switching to anything else feels painful, that's real defensibility.”
— Figma investment discussions
“Bottom-up adoption is the strongest signal in enterprise software. When individual users choose your product on their own, before anyone tells them to, you have real product-market fit.”
— PLG talks
“The next wave of enterprise AI tools needs to be delightful, not just functional. Enterprise users deserve great UX too.”
— AI enterprise discussions
Previously a partner at Social Capital (Chamath Palihapitiya's fund), where he led the investments in Slack and Figma — two of the most consequential enterprise software investments of the past decade. Before Social Capital, invested at other early-stage firms. Joined Kleiner Perkins to lead their enterprise practice, bringing his product-first investing philosophy to one of the most storied firms in venture capital. Known for his deep focus on product quality and user experience in enterprise software. His investment track record is concentrated but exceptional — Slack and Figma alone would make a career. Relatively low-profile compared to other VCs of his caliber — lets his investments speak for themselves. Deeply knowledgeable about collaboration tools, design tools, developer tools, and how software spreads within organizations.