“I have known Paul for over a decade, from his time running Lightbank to being his first LP. His perspective from the lens of entrepreneur, LP, and GP makes him stand apart. He’s a trusted advisor and shrewd investor who has surrounded himself by a community of extraordinary talent in everything he’s built. ”
Honors & Awards
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Investment Highlights
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Selected Investment & Board Experience
• Board Director – Udemy (NASDAQ: UDMY) 
• Board Director – Sprout Social (NASDAQ: SPT) 
• Board Director – Carbon Health 
• Led Series A investment in Carbon Health 
• Early investor in multiple venture-backed companies
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Philip Joseph
Wealth professionals looking to introduce private market investments into client portfolios are finding that client education is essential. Managing Director James Martin shares a key insight from our Global Private Wealth Survey that highlights how stronger education equips clients to confidently embrace private markets.
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Jeffrey Seah
🥾 #bootstrapping as a mindset should be ephemeral, one that requires a deliberate transition away from as a business enters sustained growth Appointing an established auditor is often regarded as a luxury and not part of bootstrapping Audits discipline a business - to be methodical, thorough and deliberate - traits that acquirers often seek in due diligence After all, "What gets inspected, gets respected," Anon We will share the traits of venture businesses sought and respected by MNC acquirers, join us if your business is out of the #bootstrapping mindset #fulfillingpotential #hepmil #oobmil
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Uche Aniche
ASVLP 2026 | EMERGING FUND MANAGERS ROUNDTABLE Navigating the 2026 VC Cycle: Opportunities, Constraints & Competitive Edge for Emerging Fund Managers Raising and deploying capital as an emerging fund manager in 2026 is no longer about momentum. It’s about positioning, credibility, and structural advantage. LP expectations have tightened. Capital formation is slower and more selective. And differentiation is no longer declared — it’s demonstrated. At ASVLP — Africa Startup & VC Landscape Preview, this high‑signal roundtable brings together experienced investors, capital allocators, and ecosystem leaders to unpack what it truly takes to compete — and survive — as a new fund manager in the current cycle. This is not a discussion about starting funds. It is a candid examination of how capital is actually being allocated, where emerging managers face real constraints, and what separates those who scale institutional credibility from those who stall. Speakers Emmie van Halder — @/MPower Netherlands Varun Turlapati — Chaanakya Capital Abiola Adediran, MBA, FCA, FIMC, CMC, M.CIoD — GENEA FAMILY OFFICE Emmanuel Adegboye — Madica Mope Abudu — AfriGloCal VC Zachariah George — Launch Africa Ventures Amb. Dr. Dunston P. — Private Office of H.H. Sheikh Ahmed Bin Faisal Al‑Qassimi Moderator Maha M. — COREangels MEA The conversation will explore: • What LPs are truly underwriting in emerging managers today • Where structural constraints — not talent — limit fund performance • How new managers can build defensible edge in portfolio construction, signalling, and partnerships • What must change for emerging funds to graduate into durable institutions Who should attend Emerging fund managers, LPs, DFIs, and ecosystem builders focused on shaping Africa & MENA’s next generation of venture capital — with discipline, not hype. ASVLP 2026 Participation is FREE but strictly by invitation. To join: Repost and comment #ASVLP2026 — your registration link will be sent via DM. This Session is Powered by COREangels MEA
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Paul Hsu
Working with NRF to pursue our patent strategy is an important step in recognizing that proprietary AI systems and workflows are becoming a new form of intellectual property for modern firms. Great to partner with George, John McBride, and the team at Norton Rose Fulbright as we work at the frontier of how AI can transform investment decision-making in venture capital. At Decasonic, we believe the next generation of companies will reinvent with AI workflows and systems how organizations operate, how leaders make decisions, and how teams collaborate with intelligent systems. In going through this streamlined process, it's clear to me that many more startups should clarify their IP strategy. Our internally developed AI platform, RLEN, reflects that philosophy. We are building AI not to automate tasks and flourish outcomes, in collaborative ways for human and AI teammates. This enables our investors to test ideas, explore alternative perspectives, and reach deeper insights faster when navigating uncertainty. More broadly, we are seeing trailblazing work across industries and cities as leaders experiment with how AI can reshape communities, companies, and countries. Leadership with AI forever transforms. We are still in the early innings. Appreciate the partnership and collaboration from the Norton Rose Fulbright team as we continue inventing and innovating. Special shoutout to my colleague Abdul Al Ali who's listed as a co-inventor.
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Christopher Velis NACD.DC
Ever negotiate with a gorilla? When you do, your fundraising pitch becomes the giant acquirer's weapon. On Feb 25 & 26 I'm sharing the full analysis. Link in Comments. To raise venture capital, you must project confidence about uncertain outcomes. Hedging undermines fundraising. By the time you sit across from a sophisticated acquirer, you've spent years telling a particular story about what your technology can achieve. In earnout negotiations, the acquirer's M&A team has reviewed every investor presentation. Every board deck. Every press release. They know what you've claimed. And there is a logic to their negotiation: "If you believe so much in these outcomes, why not shift considerable consideration to the earnout?" This is what I call the Conviction Trap. Research backs it up: → 81% of entrepreneurs believe their chances of success exceed 70% (Cooper et al., 1988) → The planning fallacy: we systematically underestimate costs and overestimate benefits (Kahneman) → The illusion of control: we overestimate our ability to influence outcomes determined by external factors (Langer, 1975) But FDA clearance is not within the founder's control. Post-acquisition resource allocation is not within the founder's control. The very qualities that enabled the company to be built — conviction, vision, persistence — may prevent a clear-eyed assessment of deal risk. At Auris, we accepted $2.35 billion in earnout milestones. Those milestones required FDA clearances across 6 anatomical systems where no predicate devices existed for flexible robotic platforms. Conviction made that sound achievable. The regulatory reality was different. Feb 25 & 26 I'm sharing the full analysis. Link in comments. #founders #venturecapital #psychology #negotiation #mergers
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