Chandra Janakiraman

20 hours in and Hoyo's formidable craftsmanship is on full display with ZZZ. ⭐1.0 release pool of 16 characters. Hoyo games have always prioritized quality over quantity, leaning instead on deep systems to enable diverse team comps / fun theorycrafting. Interestingly, Wuthering Waves also launched with the same # of characters in its 1.0 pool. I'm personally a big fan of this approach, and hope to see more games adopt it going forward. ⭐Female to male character ratio of 3:1. HSR currently stands at ~2:1 and Genshin at ~1.7:1. Every faction shown so far has only 1 male char. Surprising given Hoyo's recent titles have focused more on the "mainstream anime" audience instead of catering only to the core otaku audience. Very happy to see Hoyo honoring its roots here. They cooked and core fans are going to be very pleased with all of the fanservice (e.g. cinema artwork, main menu char selection, etc.). ⭐C6 / Cinema artwork is... IYKYK. They clearly tested it with HSR and are fully leaning into it with ZZZ. Congrats to all you Grace C6 havers. They knew exactly what they were doing. ⭐First Hoyo game with dedicated furries / anthropomorphic races. Ellen, Ben, and Von Lycaon are all very compelling characters. Wakayama Shion does such a fantastic job as Ellen's VA. Hoyo absolutely nailed the launch banner here. ⭐Just like other Hoyo games, ZZZ is more "casual" than it is "core." It doesn't demand much of your time as a single player live service title. For me it's the perfect side game that I can see myself spending 1-2 hours per week on. I don't expect everyone to like it (might be too "easy" for core gamers), but it's a winning formula that Hoyo has perfected for its target audience. ⭐One of Hoyo's underrated special talents is making "core" genres widely accessible from a gameplay standpoint across all platforms. ZZZ plays flawlessly on mobile, PC, and console without diluting the experience at all. Everything from the simplified switching system to the flat level design was intentional to make it incredibly accessible even for someone who has never played action games before. This is something really only Hoyo is capable of pulling off with such finesse. ⭐Really digging the comic / manga style storytelling. Glad to see Hoyo continue to innovate on how it delivers its stories and really looking forward to seeing more of this. ⭐Hoyo's investments into its music / animation departments are really paying off. The release trailer for ZZZ is Hoyo's best yet and their character drip marketing is perfected to the point where I'm basically forced to pull on every banner. In many ways, Hoyo is slowly becoming the Apple of the gaming industry, and their IPs are rapidly expanding the audience for gacha and anime on a global scale. I'm honestly humbled. Shut up and take my money... #zenlesszonezero

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Day #4 of observations from attending Home Care 100 this month: There is a cambrian explosion of "AI scribe for OASIS docs in <15 min" startups currently underway in Home Health. A new one of these is launching every few months. I'm certain we'll see 2x AI scribe vendors at the next HC100 in January. And so, I listened for the overall positioning of these products by the vendor and buyer at Home Care 100. It sounded like this: HH CEO: “I need a solution to lower the caregiver burden of clinical documentation” HH Vendor: “I offer AI to reduce the burden of clinical documentation” This may sound like a "checkmate" match between what the CEO is saying, and what the vendor is offering. But it isn't. The CEO actually has a business model problem. They cannot afford to sufficiently pay for the time it takes for caregivers to complete clinical documentation. And so, they are stuck looking for solutions that minimize the cost of personal time on documentation that caregivers have to absorb. Solutions that offer AI and the promise of driving down this cost down for the caregiver are the start, but not the endgame. If I were not building Arya, and wanted to build a standout documentation product, I would build an "AI-powered clinical documentation agency", not an AI scribe. Here's what this AI-powered documentation agency would sound like: 1. We eliminate 90% of all clinical documentation at your company. We do it at 1/10th the cost of a traditional outsourced documentation shop 2. We do this by a human-in-the-loop AI solution, that allows our human documenters to work 10x faster than DIY 3. Under the hood, we integrate with *all* the best AI out there (incl. ChatGPT) in a SOC2+ HIPAA guaranteed environment. We decide the best AI+human workflow to use for each documentation on the fly. Regardless, you always pay a flat rate, and we absorb the risk or AI vs human effort 4. Your caregivers approve each human-in-the-loop documentation. We don't publish anything to the EHR till it's approved 5. We guarantee a <1% error/ change rate on our documentation from caregivers, or we offer some money back I did some back of the napkin math to see what the economics of an such an agency might look like. With the current math, the caregiver is still absorbing upwards of $10 worth of time per OASIS documentation. If an AI-powered agency drove this cost down to the single digits per doc, might HH agencies be able to work this into their financial model and take this off the caregiver's plate entirely? Here's hoping for a "we've got you covered on the documentation " caregiver benefit coming in the future. #homecare #homecareagencies #HC100 #homecare100 #homehealth

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Google asked yours truly about what it takes to succeed in today's market. ...And like a broken 💔 💿 record I had to talk about my "anti-lean startup" thesis. Here's the issue I see with lean startup thinking: 1️⃣ Encouraging rapid experimentation risks neglecting compelling strategy, leading teams to work on ideas without proper analysis, and crafting games they find fun but that is not enough to succeed in the current market. 2️⃣ MVPs prioritize quick release but often result in premature pivots from potentially strong ideas, failing to impress players due to their unpolished state. 3️⃣ Overemphasizing testing can stifle innovation, discouraging radical ideas. When resources are limited teams play it safe with incremental improvements. 4️⃣ Focusing on product over growth overlooks critical aspects of successful games, like planning for growth from the start. Relying solely on solid KPIs for marketing teams to scale games is insufficient in today's market. Suggest reading the more interesting thoughts about AI by Tomi Huttula and Belinda L.

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I remember chatting with Steve Jobs when he would come to our office at IDEO with his most intractable design problems. He was so much more than the co-founder of Apple. He was the man who truly merged technology and design. The man who raised consumer expectations for thoughtfully made products. The man who gave users not what they asked for, but what upon seeing it, is what they wanted all along. His influence still looms large more than a dozen years after his passing. Even the staunchest critics of Apple can’t deny he helped shape the modern design and business world. We often ask: “What does it take to make the next Steve Jobs?” I interviewed dozens of designers, design scholars, entrepreneurs, and CEOs on the role of design in Silicon Valley. My research led me to identify five traits (what I call ‘Jobsian’ traits) that could shape the next great design-tech leader. If you want to be the next great leader in design-tech, this is *all* you need.

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Ami Vora is the Chief Product Officer of Faire. Prior to Faire, Ami spent over 15 years at Meta where she was VP of Product and Design for WhatsApp (2B+ users), VP of Product for Facebook’s ads system (now a $130B business), and director of product at Instagram where she created Instagram's first ads platform. In our conversation, Ami shares: 🔸 Why execution eats strategy for breakfast 🔸 Using metaphor to rally teams around a shared goal 🔸 “Dinosaur brain,” “Toddler soccer,” and “hill climbing” 🔸 A pro tip for handling disagreement 🔸 Tips for working well with product-minded founders as a product leader 🔸 The story of Ami’s incredible 15-year journey from temp to VP 🔸 Much more Listen now 👇 - YouTube: https://lnkd.in/gQasbCbp - Spotify: https://lnkd.in/gQCjrhwn - Apple: https://lnkd.in/ghYTapTG Some key takeaways: 1. Execution eats strategy for breakfast: While strategy is undeniably valuable for guiding direction and setting goals, it’s the execution—the tangible implementation of those plans—that truly drives success. Without strong execution, even the best strategies can’t succeed. This means being willing to get your hands dirty, to tackle the mundane and sometimes tedious aspects of the work that lead to real results. Successful execution allows you to learn from both your triumphs and your setbacks, enabling you to refine and improve your strategy over time. 2. When handling high-stakes product reviews with executives (who are so inundated with information that they can't go deep on all of it, aka "dinosaur brain"), focus on distilling complex information into concise, actionable recommendations. By doing so, you not only clarify your recommendation but also empower execs to offer useful context, patterns, or insights at the right altitude. 3. When having a disagreement, use phrases like “Fascinating! You have to tell me more about why you think that” to show a genuine interest in learning. While everyone loves being right, delivering the best outcome is what truly matters. Put your ego aside, embrace curiosity, and collaborate to broaden your perspective and information set. 4. Use the “hill climb” metaphor to remind your team that moving from a local to a global optimum is like traversing hills and valleys. Imagine your product roadmap like climbing a mountain range, with your current solution being a local peak. Reaching the global optimum or the summit requires leaving your comfortable vantage on an arduous journey to explore other hills and valleys. Trying to play it safe by staying put means forfeiting your shot at reaching the global maximum. Use this analogy to remind your team that achieving the best outcome demands risk-taking and perseverance through challenges. Embrace these hurdles as crucial steps toward success, knowing each stride brings you closer to the summit.

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Where are we on the continuum of chaos and control? This is a question Clay co-founder and CEO Kareem Amin periodically asks himself as the company grows and inevitably creeps toward the controlled side of the spectrum. “Companies and management teams default to control. You want to control outcomes, control the direction of the company, and understand your inputs and outputs. But doing this underestimates the cost of coordination and communication — and the value of chaos,” he says. “You want a healthy amount of chaos to create anything new or creative.” On The Review today, we asked founders to share their go-to questions like this one to reflect on the business, the team and their own leadership (full list in the comments below)

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At Forum we look at thousands of deals each year across our Accelerator and Pre-Seed funds but only end up investing in a little over 1% of those startups.  As an early stage VC, I am in the business of saying no to nearly every startup I meet, and while there is nuanced rationale for many of the startups I pass on, a vast majority of businesses that don’t meet the qualification to get funded typically fall into one of two buckets. ▪ First time founders have a tendency to go out to market too early to raise pre-seed capital ▪   I’m sure most founders have heard some iteration of this from VCs that ultimately pass on their business.  In some cases it's a blanket excuse covering up for other pass reasons- perhaps a VC doesn’t believe in a team or isn’t bullish on the market opportunity - but in many cases founders simply haven't proven enough to the market to warrant an investment. I meet many teams with an articulate vision for the product that they want to build, but they either haven't performed enough customer discovery to prove demand for their initial wedge product, or need to raise pre-seed capital to build out an MVP.  In those cases, pre-seed investors are unwilling to underwrite those risks.  To be default fundable, teams need to be able to keep costs low, perform extensive customer discovery, and ship some version of an early product - pilots and early paid customers are key. A huge piece of this is having founding engineering talent on the team. ▪Not every startup is a venture opportunity ▪ By definition, a venture backed business is solving a problem within a market opportunity so massive and so desperately needed, that its growth rate is off the charts.   It spreads like a weed, absorbing almost unlimited amounts of capital to fulfill demand within its customer base.   Each year there are maybe 20 companies launched that ultimately have venture scale outcomes. The bar to reach this rarified air is unfathomably high and the reality is the vast majority of founders simply aren’t building for opportunities that have the potential to be one of these generational companies. Many startup founders view VC as the only viable option for capitalizing their business, but not every great business is a venture business, and most successful founders never take VC dollars.  In order to reach an IPO/acquisition large enough to generate venture returns, a startup needs a credible path to $100s of millions in revenue. This is the standard by which early stage opportunities are evaluated. The flip side to this, and I share this feedback often with founders I meet that are building interesting business in non venture markets, if you are able to scale to $10- $20M in revenue that can be a massively successful outcome for a founder.  There are investors who focus on these type outcomes, namely lower middle market PE shops, and the typical path to those deals is a bootstrapped business or a friends/family capital raise.

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There's a new breed of CEO in town. The AI-Native CEO. These people are either rebuilding archaic companies or building in "adjacent possibilities," they're creating truly durable businesses with real customer value, and importantly, they're building their companies in an AI-native way; more efficient than ever, stitching together technologies that once required high-overhead, and focusing their hiring on people who are autodidacts, the ones who are inhaling knowledge on how to improve their own functions leveraging the newest tooling for the future of their jobs. A few of my favorite examples... Valley, backed by General Catalyst, getting 30-50% response rates for salespeople using conversational selling instead of archaic and annoying drip campaigns. AminoChain, backed by a16z, turning biobanks into to shoppable specimen centers so that healthcare institutions and researchers can purchase biomaterial like blood an stem cells and so donors can earn and track their participation in science. HIFI, backed by Blockchain Founders Fund, using stablecoin for B2B payments, creating instant settlement times and eliminating fee extortion. Dune Security, backed by Craft, using AI to test, identify, and train employees on their own risky actions, automatically reducing the biggest risk any business has--the behavior of its own employees. https://lnkd.in/eJUnuM4z #venturecapital #ai #artificialintelligence Antler

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I’ve been thinking about the best ways I can support startup CEOs before year end, with the goal of helping teams pursue growth more effectively in 2025. One common sentiment I’ve heard from CEOs at all stage of growth in recent months is some version of: “We need to keep advancing all potential paths to growth simultaneously, and we'll see where we gain traction first.” What all of these leaders have in common is that they are pursuing paths to growth that will require their organizations to: ⚡ Sell into fully new customer types ⚡ Learn what these new customers need, how they solve challenges today, their expectations, ways of working, etc. ⚡ Position existing solutions in the context of needs ⚡ Potentially define, iterate, and develop new solutions to address needs ⚡ Assess how existing organizational capabilities and resources available align to serving those new customer types, and identify gaps (The list goes on) As a result, I’ve decided to focus much of the rest of this year on helping existing and new startup clients: ✔ Review their portfolios of growth initiatives ✔ Document their understanding of opportunities ✔ Identify key assumptions and open questions ✔ Prioritize across initiatives Reach out if you would welcome this support for your organization ahead of year end, and happy to schedule time to discuss next steps. Happy weekend. #startups #growth #healthcare #healthtech #q4  –- Hi, I’m Brittany Ryan, Founder & Principal at Sunrise Advisors. I serve as a fractional product and commercial executive to health tech startups, venture capital firms, and venture-building teams. I’m passionate about helping ensure organizations are pursuing growth effectively, and would love to partner if you and your team need support. Thanks!

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I built my first generative AI product back in 2018 called Soundspot that could turn any blog into a podcast. We were using GPT-1 for text summarization and Google's text-to-speech transformer called Tacotron. Since then, I've been at the forefront of the AI transformation in marketing, from investing in early stage companies to co-founding Tofu. Here are some key learnings I've developed for applying generative AI to your GTM workflows: 1. Embrace personalization, but beware of the "personalization blindness" trap. Are you still sending the same generic email to every prospect? Want your audience to actually engage? Use AI to craft hyper-personalized messages that speak directly to their pain points. But be careful - when everything is personalized, nothing is. The key is to make it genuinely relevant, not just mail merge on steroids. 2. Let AI handle the grunt work, but keep humans in the driver's seat. Sure, AI can write 100 variations of an ad in seconds. But can it capture the essence of your brand? Can it understand the nuances of your target audience? That's where you come in. Use AI as your sidekick, not your replacement. 3. Think omnichannel, not just multi-channel. Are you still siloing your marketing efforts? Your customers don't live in one channel, so why should your marketing? Use AI to create consistent, personalized experiences across all touchpoints and make sure you're present where your customers live in the physical and digital worlds. 4. Repurpose content like a pro. If you're not squeezing every drop of value out of your content, you're leaving money on the table. That white paper you spent months on? Turn it into blog posts, social media content, email campaigns, and more. AI can help you do this at scale, without manual effort or expensive agencies. 5. Measure, iterate, repeat. The beauty of AI is its ability to learn and improve. Are you taking advantage of that? If you're not constantly testing, measuring, and refining your AI-driven campaigns, you're missing the point. Remember, the machines are learning - make sure they're learning the right things. 6. Stay human in an AI world. In the rush to adopt AI, don't forget the most important element: the human touch. AI can generate content, but it can't replace genuine human connection, creativity, or strategy. Use AI to free up time for more face-to-face interactions, not less. TAKEAWAY: AI is transforming how we approach GTM but it's not a magic wand. The winners will be those who strategically integrate AI into their workflows, amplifying human creativity and strategy rather than replacing it. Want to dive deeper into applying generative AI to your GTM workflows? I'm teaching a session called "Where and How to Apply Generative AI in GTM Workflows" at Pavilion's CMO School. It will be a practical, tactical session with takeaways you can start implementing immediately. Join here: https://lnkd.in/gSF8Jjmj

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Science-fiction is inherently speculative. Author George #Orwell of ‘#1984’ predicted concepts such as doublethink, little earbuds and society’s obsession with the black mirror screens that dominate our lives — and according to the BBC, novelist and short story author JG Ballard, of “High-Rise” and “Crash” fame, has predicted the current tool and cultural fixation of #GenerativeAI in the modern society — only he didn’t just speculate them within a story, he is actually one of the first use-cases of a generative AI used in a creative context — Ballard was so fascinated with the growing technological advancement of computers that he used one to compose poems, essentially the precursor to what we have now with ChatGPT. Today, the debate about the creative use of generative AI and its value on creative industries is an extremely fraught and controversial topic, but if controlled in a space that doesn’t replace human labor or try to equate itself to traditional art forms, it is interesting to see what computers can do and how they are creatively limited in comparison. Ballard’s two poems, The Yellow Back Novels and Machine Gun City are generated, and both include notes on how Ballard achieved producing them. Regardless of quality (Ballard himself probably wouldn’t describe these two poems as his best work), it is interesting to see primitive versions of the technology that we utilize on the daily today, and how these moral conversations that concern them would continuously evolve.

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If you missed key insights from Matt McIlwain(Madrona) at Seattle Venture Day I took some time to summarize a few of the key points! How should small startups or emerging companies think about partnering with enterprises? Enterprises are very motivated to have better solutions, Early stage startups have to think differently and think outside the existing structure silos that the current SaaS applications represent, think outside the generally structured data that lives in databases. Think more about data lakes and unstructured data and crossflows, flows that live across current Saas and structure application. Matt thinks its in the crossflows with the differently structured data that’s where some of the big breakthroughs are going to come with breaking into working with big enterprises at the agentic layer. Overlaps between the current AI boom and the .com boom in Seattle? Less GTM talent than Engineering talent here in Seattle. A lot of corporate capital here, Microsoft and Amazon market cap is over 5T today so a lot of the experts that helped build these companies and worked on cloud technologies, applied AI, Robotics, etc.. have helped grow the startup ecosystem here in Seattle. What is Matts framework for selection companies that are investable in this AI boom? The chip layer is saturated with capital from big cloud and harder to return capital. Matt thinks the agentic and enabling layer there will be a lot more winners. Functional and domain specific solutions are great – Gradial is an example on the marketing side. Madrona wants to see founders who infatuated with the problem they see and are better suited to solve that problem than anyone else. Matts thoughts on the M&A and IPO markets? IPO markets have pretty much stayed soft this year, but M&A is going to pick up a good bit.  There is pressure on the Mag 7 and larger companies from the FTC but a lot more happening in the middle market like Atlassian and Docusign, etcc. Companies that are between 20b and 100b in market cap have to figure out how to increase their market position/AI talent through acquisitions. PE is also hungry to put their capital to work and very aggressive at putting their capital to work. Matt believes he will see VC groups getting bought up by PE groups in different forms. They may allow VCs and founders to keep some of their capital and to re-up in some of those deals. What should founders look for from investors? Matt believes having a consortium of investors is largely a good thing and having great early investors are important in helping you grow. It’s also valuable to have someone who is your lead champion and will roll up their sleeves with you every week. Madrona loves founders who are coachable but not too coachable – If the investor has all the best ideas something is not right. The founder should be leading the way! Pablo Casilimas Justis Mendez OneSixOne Ventures

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🚀 𝗪𝗵𝗲𝗻 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗟𝗲𝘁𝘀 𝗬𝗼𝘂 𝗕𝗿𝗲𝗮𝗸 𝘁𝗵𝗲 𝗥𝘂𝗹𝗲𝘀 Remember Boardy , the AI Super Connector I mentioned? Their fundraising approach is as disruptive as their product. 💡 Founded by Andrew D'Souza and team (including Matt Stein, Shen Sivananthan, and the Boyed brothers), D'Souza was a cofounder of Clearco 🔑 Key points about Boardy's unconventional approach: 1. They're allowing the public to view their fundraising deck! 2. They're opening up their round to their early adopters. 3. Their deck is fun and irreverent 4. No revenue projections or traditional business model included But here's the kicker: They can do this because they're the exception, not the rule. 🏆 The Boardy team's track record: • Second-time founder • In a hot sector • Proven ability to build and scale • They've already closed $3M For most startups, this approach would be a non-starter. Typically, investors expect to see: • Clear Go-To-Market (GTM) strategy • Solid business model • Detailed financial projections But Boardy's past success gives them the luxury to focus purely on vision and problem-solving. And, tbh, we don't know what the deck that they shared in meetings looks like. 🤔 What This Means for Founders: Unless you're exceptional, you're not the exception. 1. For most, stick to the essentials: GTM, business model, financials 2. Track record matters: Past exits can change the game 3. Vision is powerful, but it usually needs to be backed by solid plans Boardy's approach is fascinating, but remember - they're the exception, not the rule. For most startups, a comprehensive, traditional deck is still the way to go. What do you think about this unconventional approach? Could it signal a shift in fundraising norms for serial entrepreneurs? #StartupFundraising #VentureCapital #BoardyAI #EntrepreneurshipLessons

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Many assumed that the industry would be well on its way to AGI or superintelligence before AI model builders’ efforts to take advantage of scaling laws might hit a wall. Recent headlines are chipping away at that assumption. One question I've been getting in my inbox: is this the era of diminishing returns for AI? We don't think so. Even if an avalanche of new clusters and synthetic data fail to deliver significantly better model performance, there are good reasons to believe that AI is still going to become orders of magnitude more powerful in the coming years — powering a new generation of startups and ultimately productivity growth and positive benefits for mankind. In fact, with agents and reasoning just beginning to scale and thousands of industry-specific models coming online, it's about to get really exciting. Read our latest blog post on the topic: https://lnkd.in/gFhniNX8

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When my colleague Jaya Gupta and I first wrote about the service-as-software paradigm shift 6 months ago, we had a few ideas about how this was playing out in the real world. Now, after talking with hundreds of startups and watching their experiments, we’ve outlined a framework that brings service-as-software to life: a System of Agents. What you already knew: AI is turning the traditional SaaS software model on its head. What you probably don’t know is what service-as-software looks like in practice—or which companies are already surging ahead in the space. Agents reshape the core of what makes software valuable: it’s no longer simply a tool for organizing work. It is the worker itself, capable of understanding, executing, and improving upon traditionally human-delivered services. For builders, we've outlined four key considerations for designing agentic systems. And, we’ve chosen a list of the 50 most promising companies building with agents, the System of Agents 50. Our latest blog in the comments 👇

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We Should be Investing in #Femtech https://lnkd.in/gkjeqiPp via Kera DeMars and Eric Bahn Hustle Fund nice read and Esmé SX agrees with Chelsey Moss and Christine May, Ph.D. 😉 Women's healthcare is an industry that traditional VCs often miss out on, despite the fact that the market encompasses, oh, half the world's population. So why are so many VCs missing the boat? It could be because the male-dominated VC industry thinks of women's health as icky. Or it could be a lack of awareness about the market potential. Whatever the reason, this blind spot is leaving billions on the table. In today's issue of Small Bets, we're going to dig into the opportunities around women's healthcare. Just how big is the women's health market? 3.9 billion That's how many women there are in the world. And about 3.4 billion of them are over the age of 14. We're talking about a market that encompasses nearly half of the global population. Yet, when it comes to VC funding, women's health startups are consistently passed over. For comparison, SaaS companies get about 30% of all VC funding, and fintech startups receive around 18%. Women's health startups... they get less than 2% of VC funding. But here's where it gets interesting: The global women's health market is projected to reach $51.3 billion by 2025. And the companies that will win are the ones that integrate seamless into women's daily lives. The Future is Female (Health) So, where does this leave us? We have: - A massive, underserved market - Glaring gaps in the current healthcare system - Hungry companies ready to disrupt the status quo - The potential for significant financial returns and positive social impact Sounds like a perfect storm of opportunity, doesn't it? Here's my prediction: Women's health tech will be one of the fastest-growing sectors in the coming decade. The VCs who recognize this now will reap the rewards in years to come. Susan Bratton Melissa Barall, CFA Jessica Karr Karin Dahlstrom Erin Orden Collette Willow Tibbetts Arlan Hamilton ⭐️ Dr. KaT Zarychta ⭐️ April Pride Brianna Makówka, MSEd, MHC-LP Desiree Almodovar Dr. Anna Hushlak Jacqueline Buckingham Bobbi Bidochka Mal Harrison Sunbal (Somi) Javaid Kathrin Folkendt Dominnique Karetsos Karina Vazirova Cindy Gallop Rachel Kimelman Fara Bakare A.G. Breitenstein Cat Jordan Ellen Wilcox Andrew MacPherson Erin Greenman Maria Milendorf Silvia Mah PhD, MBA Wendy Anderson Cristina Ljungberg Kerry Rupp Abbie Strabala Kelly Chen  

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The 3 Archetypes of Creativity 🎨 "The Dreamer, the Doer, and the Incrementalist" This framework has guided my thinking on team composition for a decade. It comes from Scott Belsky's book: "Making Ideas Happen" Here's how it works: 1️⃣ The Dreamer: Visionary architects 2️⃣ The Doer: Master builders 3️⃣ The Incrementalist: The best of both worlds When these archetypes collaborate, expect fireworks! 🎆 The Dream Team: Dreamer + Doer The Dynamic Duo: Incrementalist + Doer/Dreamer Understanding these types is crucial for capitalizing on strengths and mitigating weaknesses. It empowers teams to work in harmony, maximizing efficiency and impact. Are you a Dreamer, Doer, or Incrementalist? Let me know below! #BrainDumps | BrainDump #12

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Just over a year ago, Imran Mahmud, MD introduced to me what was then called, Co:Helm. I was taken by the backgrounds and stories of Abdel Mahmoud, MD, Zahid Mahmood & Tahseen Omar and moreso their grit and determination to forge ahead with their mission of reducing the cost of healthcare. They soon got into the Sequoia Arc program with the backing of another friend, George Robson. And have been staying low and building ever since. Inbetween rebrandng to Anterior (formerly Co:Helm). And even more recently announced a new round to add more fuel. https://lnkd.in/e3V4qrRz Happy to be a supporter alongside Annelie Ajami, Dorothy Chou, Adil Mohammed, Andy Young, Caroline Mogford, Christian Arno, Felix Leuschner, Freddy Kelly, Leonard Picardo, Mandeep Singh, Michael Steel, Omid Ashtari, Noor Shaker, Sultan Murad Saidov, Yuelin Li and others in the ecosystem... [Anterior is giving clinicians a second set of hands—and fixing one of the biggest pain points for patients. It is a LLM-powered co-pilot for administration, handling all the work that comes before the clinical decision-making. Where it might take a nurse several hours to track down, organize and summarize hundreds of pages of records they need, Anterior can do it in seconds, allowing clinicians to increase their output tenfold and focus on what matters most: helping patients.] #healthcare

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I couldn't be more stoked - imagine the power of bringing Workforce Agility, Human-centered skills, human-centered design, multi-modal experience, Generative AI, and spatial/immersive technology into one converged, next-age experience! That's Cornerstone OnDemand's #immerse_companion. Personalized, adaptive experience at scale; practice in a safe environment; multi-modal; safe, secure, multi-LLM platform optimized for this skilling space. In terms of value, our recent Skills economy report highlights the fact that human skills are twice as in demand as digital skills worldwide. That's what our Companion strives to offer. In a world of knowledge, wisdom becomes key. In a world of democratized information, Emotional Quotient becomes the differentiator. Talespin by Cornerstone SkyHive by Cornerstone

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