John Coogan

EschenBACK at Sequoia, The Cubanator Joins, Robo Rivians Coming Soon, Samsung wants their Chips with the Dip x.com/i/broadcasts/1…

We raised a $27M Series A to replace the spreadsheets and human duct tape behind $100 trillion in global assets. Fund administration is the invisible backbone of private equity and venture capital - and it’s broken. Why? Financial data is scattered, stale, and locked inside legacy providers. Books take forever to close. Basic questions about your own fund take days to answer. So we rebuilt the general ledger, waterfall engine, investor portal, and portfolio management from scratch. One single source of truth for your firm. Our AI agents read emails, propose journal entries, and extract portfolio updates in seconds. Our CPAs review every output. Today, we administer $15 billion in assets - and we’re just getting started. Every fund CFO keeps getting asked: how will you adopt AI? Now you have an answer. Run your firm in real-time with @hanoverpark. –- Excited to partner with Jake Saper at @emergencecap @peterjhebert at Lux, @chadbyers/@pratyushbuddiga at Susa and CFOs at the largest private equity firms to forge this future.

"I don't think many tech companies execute M&A well." Palo Alto Networks CEO @nikesharora breaks down his strategy for successful M&A: "Purchase price is an irrelevant artifact. If it's going to work, it's going to work phenomenally well, or you're going to screw it up. It's not what you paid, it's what you're able to do with it." "You could say that Instagram was expensive, or YouTube was expensive, or DoubleClick was expensive. They all worked perfectly. AOL Time Warner is a different story. So it boils down to how you execute past the price you pay for it." "In tech, when you buy a company, you buy a team, you buy an existing product, and you buy a roadmap for the future. The question is: can you deliver on that roadmap? Can you accelerate that roadmap? Does it work?" "We sign a term sheet, and we ask the founders to sit with our team and redesign the product roadmap so we like it and they like it. And if they don't agree with our expectations and we don't agree with theirs, we don't buy the company." "We make them in charge. My teams have to work for them, which makes them really unhappy. And not many of them like it. But I'm like, look, these guys went out there, raised money, kicked your ass in your category, and you want them to work for you? That makes no sense to me. You're going to work for them. Learn from them." "So our job is to enable these people. We look at them and say, whatever your business plan was when you were a small private company, find me a business plan that's twice as assertive and bold as the one you had then." "We've built a phenomenal system to take them to market. I have 3,000 people in the field... 3,000 people go out there and see 10,000 customers. So that's where the secret sauce kicks in." "We've bought 34 companies so far. I think our hit rate on things that have worked is over 70%."

Really great deep dive into the business of TBPN by @natjarv