GP @GTMfund - early stage fund w/ 350+ GTM Exec LPs - backing @Armada_ai, @ollama @Get_Writer, @Owner, @TrustVanta, @paid_ai, and more.
San Francisco, CA
Joined July 2011
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Incredibly well deserved!
Grateful and honored to share I’ve been promoted to Partner at @gtmfund.
Life is short, and there are 1,440 minutes in every day.
Too short to spend working on things you don’t feel insanely passionate about.
To me, there's no greater privilege than getting to:
- Support innovation at the earliest stage.
- Democratize access to the resources that change the trajectory of people's companies and careers.
- Connect people in ways that lead to outsized impact.
At GTMfund, we get to do all three of the above, every day.
@HackItMax and @PaulGTM - thank you for the trust from the very beginning. There's not a day that I don't wake up and feel incredibly grateful to build together. They say time flies when you're having fun, and the past three years have flown by in the best way - thanks to you, and what we're building together.
@JasonDemant - thank you for being such a collaborative partner. You've leveled up network/community (and much more) already, and I’m excited to continue building this out together.
To our team - there's no team that works as passionately and tirelessly. People often ask how we execute on everything that we do. For all the world class processes we have, it ultimately comes down to the people - it comes down to all of the hard work. Grateful to build alongside you - and constantly inspired by you.
The past three years have been some of the most enriching ones ever. I'm so proud of what we've built, and continue to build.
To our founders - thank you for allowing us to be partners and part of your journey. It’s an honor, and we are all in with you.
To our investors - thank you for your trust, belief, and support. I’m constantly blown away by the caliber of this community.
I love what we're building, who we're building for, how we're building, and who we're building with. Now, let's keep building.
Picture from last year's AGM, since the 2026 one is taking place one month from today, to the exact day (and it's going to be a TIME!!)
Congrats to @mikemolinet and @Govikavaturi on the launch of @trydock !
@gtmfund Fund III led the pre-seed round before they got into the @ycombinator Summer '26 cohort, and they've been on a tear since!
Today we're launching Dock (@trydock) .
Over the past 6 months I had 500 conversations, from solo founders to enterprise CEOs. The most shocking thing: how little value people still get from AI.
It's not the models. And it's not for lack of trying. The tools built around the LLMs just aren't enough for real people.
The value you hear about on X but haven't seen firsthand needs a different kind of product. That product didn't exist.
Not an assistant that briefs you before a meeting. Not a chat box you prompt for a blog post. I mean agents that do real work. That are proactive. That remember what matters. That collaborate like real colleagues, instead of idle chat windows waiting on you.
That's why we built Dock: a team of proactive agents that work like a real team. They communicate, hand off work, and collaborate in a shared workspace. They have their own calendars. They run on shared context and a company brain.
They're multi-model, so one agent can run on Astra while another runs on Opus. And they work with your Claude and OpenAI subscriptions.
Before Dock, getting real value out of AI meant hundreds of hours learning LLMs, memory systems, context windows, and building a company brain. Even then, your sessions sat isolated and passive, waiting for you to prompt the next step.
Dock handles all that. You get a team of proactive, ambitious agents who work together to accomplish your goals, so you can focus on the work only you can do.
Get access at: trydock.ai
Max Altschuler retweeted
cancer treatment in 2025:
find the tumor, cut it out, poison the rest with chemo, hope the patient survives
cancer treatment in 2026:
sequence the tumor's DNA, identify the exact mutations driving it, design a treatment built around those mutations specifically, train the patient's own immune system to hunt them down
it's coming fast, bio/acc.
X is amazing because it's the only way for me to connect with geeks like me on these types of topics.
GPT-6 Astra gives me realtime back pain physical therapy!
It connected the wearable I built for my back pain, to a biomechanical model of my body.
I can see which muscles are causing my pain everyday, so I give myself PT literally made for my body.
There's going to be unlimited healthcare for all!
nitter.cf/ashebytes/status/20962…
The next decade will be incredible for longevity and overall health care. Now we just need population growth.
My dear friends, I am happy to report the publication of the most important paper in my life to date (we have several great papers coming out but this is very special). Tomorrow, I will present this paper for the first time at the Nature AI Healthcare in Paris and will post a longer post on this story and its broader implications for how to conduct clinical trials. Please read it and comment on it.
Many thanks to the great co-authors of the study and everyone who contributed. Many thanks to the many reviewers (friendly and unfriendly) for spending so much time and helping make it better.
Link in the comments.
I've often felt number 2 deeply in my career, and over the years, it's shifted from an insecurity to a point of pride.
Two things early founders often get wrong, and should remember:
1) Building culture can feel like it's just fluff at the start. Until you start to raise capital or hire teams, and then you see how it shapes everything you do moving forward.
2) You should build a team so talented that it makes you slightly uncomfortable to be with them, because you know you are going to have to raise your game to keep up.
AI has allowed us to hypercustomize the last mile of any application.
I think the same is coming for personalized health care.
With companies like Noho Labs (functional medicine/peptides (and GTMfund fund III co)), and Omanta (Cancer treatment), we are seeing how AI is enabling individuals to receive hyper-customized care plans like never before.
If you think AI revenue growth is accelerating, just go look up pharmaceuticals like Keytruda and Tirzepatide, to name a few.
In VC land, heads are spinning. But every day is more exciting than the last.
100 GTM leaders in one room is something special.
Thank you everyone who joined yesterday evening for the GTM Leader Happy Hour!
A big thanks to our event partners for helping to make it happen: @BainCapVC, @zapier, @useactively.
More @gtmfund events coming soon...!
On our latest @GTMnow_ episode, an old friend of mine, Ryan Denehy made a great point.
He’s had 2 exits to public companies.
"The reality is people buy companies. Companies don't buy companies. Corp dev departments are not the ones driving the transaction."
It's a GM or an SVP with a P&L and a hole in their roadmap.
That changes what you should be doing with your time.
Corp dev will absolutely take your call. That's their job.
Ryan makes the same point about VCs - someone asking to learn more is doing their job, not signaling intent.
Go build a commercial relationship worth having on its own. If it becomes something else later, that's a bonus you didn't pay for.
NEW: Inside Electric's AI relaunch, including the 4 steps to relaunch AI-native.
@DenehyXXL (Founder and CEO of @Electric_AI - a 3X founder) joins GTMnow to break down blowing up a working business to relaunch AI-native, the four steps it takes to relaunch AI-native, GTM motions evolving, what he learned selling two companies to public companies, and much more.
In the process of relaunching AI-native, their entire GTM motion had to shift.
They killed direct sales and replaced it with an embedded channel partnership model.
On one of the first partnerships they launched, they onboarded more customers in a single day than in their biggest month ever under the old model 📈
Now, they’re onboard with top companies and the customers of ADP, Paychex, UKG, Justworks, Trinet, iSolved and more can find and access Electric in their payroll or HCM system.
Highlights:
01:04 A 3x founder who sold two companies to public acquirers
01:33 What Electric is, and why "AI" was in the name in 2016
06:38 Why go AI-native
08:12 The reinvention playbook
13:48 Distribution as product-market fit: the Sirius XM lesson
15:37 How AI collapsed the price and unlocked channel sales
18:19 The winner-take-all gap between AI companies
20:35 From direct sales to channel
23:00 The three-year channel payoff
25:17 Rebuilding the product and signing the payroll platforms
26:27 The new-category pitch
29:29 Behind the scenes for ADP, Justworks, and TriNet
32:00 The day everything changed at once
33:52 The quiet damage of a senior mis-hire
35:48 Two prior companies: go-to-market above all
38:18 How to get acquired by a public company
42:55 Extreme-sports videos at 17, and the outreach framework
44:47 Where to find Ryan and Electric
On camera: @DenehyXXL x @sophiebuona
Max Altschuler retweeted
Absolutely incredible…
Mark Cuban: "California is run terribly. The taxes are insane. That’s why people keep moving to Texas."
Mark Cuban (10 minutes later): "Vote for James Talarico. Turn Texas blue. What have Republicans ever done for the state."
Max Altschuler retweeted
There’s so much to unpack here, but it’s a huge lesson for startup founders AND for their customers.
For background, ServiceTitan announced that they are no longer integrating with Podium and customers (which it seems like there are ~1,000) have 3 weeks to find a replacement.
This is the definition of platform risk.
Not because one company is necessarily right or wrong, but because it exposes a truth that both founders and customers routinely underprice.... an integration is not a product feature. It is a revocable treaty between two companies whose incentives can (and will) change.
There are a few important lessons here:
1/ Platform risk is an incentive problem, not an API problem.
Founders worry about uptime, rate limits, documentation, and technical stability.
But the largest risk is strategic and has nothing to do with the tech.
An integration remains safe only while the two companies are complementary. The moment the partner begins owning a valuable adjacent workflow, more customer data, or the customer relationship itself, it can (and will) become a competitor.
This happens all the time, and is exactly what is happening in the Podium / ServiceTitan relationship.
2/ The system of record owns the veto.
A partner can have the better product, stronger customer love, thousands of users, and signed annual contracts.
But the platform controlling the system of record still controls the access point.
In platform markets, the company creating the most value is not always the company with the power to decide whether that value may continue flowing.
3/ Platform dependent ARR is contingent ARR.
So many startups I talk to sell customers annual contracts while relying on platform access that can be changed in hours/days/weeks.
Long-term obligations built on short-term permission is a nightmare.
If a meaningful percentage of your revenue depends on one company’s API, you do not just have partner concentration. You have a giant liability inside your business model.
Investors will evaluate platform concentration the same way they evaluate customer concentration.
Not all ARR has the same durability. Although you may be able to grow quickly being a platform partner, the risk and valuation aren't worth it.
4/ Marketplace ecosystems follow a predictable arc.
A platform recruits partners to fill product gaps.
The partners discover demand, educate the market, and build new categories.
The platform watches which categories become strategically important.
Then it decides whether to continue partnering, acquire, restrict, replace, or build.
The ecosystem is often most open before the platform knows which adjacencies are valuable.
Amazon is the king of this.. but it's the same playbook over and over.
5/ Customers ultimately inherit the vendor conflict.
An “integrated stack” feels modular until one vendor can sever the connection and leave the customer with overlapping contracts, stranded workflows, retraining costs, and a rushed migration.
The important procurement question is not merely:
“Does it integrate?”
It is: “Who can revoke the integration, what breaks if they do, who owns the data, and how quickly can we recover?”
At the end of the day it comes down to this..
Founders should build portability before they need it.
And customers should buy continuity, not just connectivity.
Because when platforms and partners divorce, the customer pays the breakup fee.
Max Altschuler retweeted
How easy it is to get someone on the phone for a reference is as much signal as the reference itself
Friday's July monthly LP update marks 67 in a row since the fund started. Never missed, never late.
It's a number I celebrate because there's only so much you can control in life.
A few things you can control?
-Do what you say you're going to do.
-Clear writing leads to clear thinking.
-Communication = confidence.
The team just continues to execute at such a high level and momentum compounds.
Excited for the next 67.
This is a topic I’ve been thinking about for a long time, and finally put pen to paper on: How to use your VCs for GTM.
Most founders tap their investors for fundraising and operational advice. Fewer use them for go-to-market, even though that's often where a fund can add real leverage.
At @GTMfund, we've invested in 120+ startups, and “GTM” is literally in our name. So of course, we specialize in GTM support. But there are areas that any investor may also be able to help with, to varying degrees.
Here are 4 areas:
1. Customers and revenue.
VC is largely a network business. Scan the portfolio for companies that could be a fit as customers, map target accounts to investors' portfolios, and make specific, named intro requests. Ghostwriting a CEO-to-CEO email your investor can forward makes it even easier to act on. The conversion on warm intros vs. cold outbound is worth the effort.
2. Credibility and visibility.
Many investors have owned distribution that highlights portfolio companies, and some run full media arms now (ours is @GTMnow). Tell your investors you're open to these opportunities, and it also doesn’t hurt to raise your hand for a speaking slot at the AGM so they’re aware.
3. Strategic guidance.
Most firms have a function built for this, whether an operator community and extended network (we have a 350+ GTM operator community) or a dedicated Operating Partner who gets hands-on with portfolio companies.
4. Network and relationships.
Nearly every fund runs an offers program of discounts and preferred pricing across its portfolio. Offering a standing portfolio discount can get you included. And don't limit this to your existing investors: VC friendlies who passed still have portfolios to support, it’s worth offering them also.
Your investors invested because they believe you'll succeed. Treat them as partners across every part of the business, including go-to-market.
