Sam Chaudhary

I had the opportunity to speak to the CEOs of the startups funded by Shift4Good, which is investing in sustainable transportation. In full disclosure, I chair their impact committee. I argued that firms should think about scaling deep (building stronger relationships in existing communities), rather than simply thinking about scaling fast (wide geographical spread). Research by Suntae Kim and Anna Kim shows that scaling deep can build resilient organizations and communities. The standard Silicon Valley orthodoxy is to scale up and fast, which arises often because of investor pressures. Many people do not question this orthodoxy, and yet it comes at a cost. There are numerous firms that sit in a graveyard of companies that scaled too fast and failed. I could sense the skepticism from many of the CEOs. Yet, one CEO and cofounder, Sriram Kannan, of Routematic agreed with me. I had the privilege to talk to him again and he was able to articulate so clearly how the scaling deep model works, partly by contrasting how scaling deep model of Routematic contrasts to the scaling up model of Uber. The fundamental principles of scaling deep are: 1. Grow organically from profits, not from investor cash 2. Master one market before opening up others 3. Focus on relationships, not transactions I think my biggest epiphany was that scaling deep does not mean slow growth or weak profits. Routematic has been able to achieve 8-10% month-over-month growth in revenues and has largely been profitable since it began offering its transportation services. Uber took almost 15 years to be profitable. I captured these ideas in the Forbes article I posted today, which was fun to write and taught me a lot. This is one of the many ideas I am exploring to see how systems thinking is encouraging a different way of thinking--where businesses can contribute to and benefit from stronger communities and a natural environment. As always, I welcome your reactions and provocations. Ivey Business School at Western University, Innovation North, Network for Business Sustainability (NBS), Kavitha Ramachandragowda, Ameya Uchil, Sebastien Guillaud, Thierry de Panafieu, #systemsthinking, #ScalingStrategy #SustainableGrowth #StartupStrategy #ProfitableGrowth #Entrepreneurship #Leadership #ImpactInvesting #SustainableTransportation https://lnkd.in/gM74UmYM

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A quiet transformation is unfolding within the upper echelon of venture capital. Leading firms are no longer content with simply backing startups and waiting years for returns. They’re now restructuring themselves—legally and strategically—to behave more like agile, tech-savvy private equity shops. We’re seeing VCs launch evergreen funds, register as investment advisors, raise massive capital pools for acquisitions, and even buy entire operating companies outside the tech domain. These moves point to a new ambition: to directly shape the path of innovation rather than passively fund it. This shift reflects a desire to bypass the long sales cycles and adoption delays that come with early-stage innovation. By acquiring mature or strategic companies, these firms can accelerate impact, steer growth, and consolidate value more directly. But the playbook is changing. Firms are taking on new types of risk—no longer just product or market risk, but integration, operational, and capital structure risks as well. This approach demands larger check sizes, operational involvement, and new capabilities, from orchestrating rollups to navigating secondary markets and public listings. As the lines blur between VC and PE, a new investment model is taking shape. It’s faster, deeper, and more complex—and it raises a fundamental question: is this the next chapter of venture capital, or something entirely different? https://lnkd.in/dk3PkY_J

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One of the most important conversations I heard in Davos today wasn’t about more AI. It was about whether we trust the systems we’re building enough to deploy them at scale. At a Rethinking Risk session at Davos 2026, leaders from media, government, multilateral institutions, and global finance kept circling the same concern: the erosion of trust. The conversation included Ravi Agrawal, Editor-in-Chief, Foreign Policy; Rebeca Grynspan, Secretary-General, UN Conference on Trade and Development (UNCTAD); Amer Bisat, Minister of Economy and Trade, Republic of Lebanon; Amb. Yusuf Maitama Tuggar, Minister of Foreign Affairs, Federal Republic of Nigeria; Stephanie von Friedeburg, Managing Director & Global Head of Public Sector, Citi. Across very different vantage points, the message was consistent: misinformation, selective or low-quality data, and a growing post-truth environment are undermining consensus, multilateralism, and sound risk analysis. When trust erodes: — due diligence weakens — uncertainty rises and risk premia increase — fact-based decision-making breaks down for governments and businesses alike The key takeaway: AI doesn’t fail at deployment because the models aren’t powerful enough. It fails when the systems around it aren’t trusted. Rebuilding trust isn’t just a technical challenge. It requires rigorous verification and higher-quality data; transparent analytics and governance; and inclusive, cross-stakeholder consensus-building. As the World Economic Forum continues to emphasize, trust isn’t a soft value layered onto innovation. It’s a prerequisite for scale, resilience, and long-term economic coordination. If we want AI to reduce risk rather than amplify it, we have to start by designing systems people and institutions can trust. That may be the hardest work ahead. And also the most important.

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The search fund model is built on alignment. But "usually" isn’t "always." While search funds are collaborative by design, collaboration doesn’t eliminate tension. Based on experiences from both sides of the table, our latest note explores the moments when incentives between ETA CEOs and investors naturally drift apart. Why this matters: It’s Structural: These aren't "bad actor" stories; they are inherent constraints of the model. It’s Predictable: Tensions surface when timelines, personal realities, or stakes shift. It’s Navigable: Understanding these frictions upfront builds empathy, clearer expectations, and better discussions. Grateful to collaborate with Alex Hodgkin, CFA, and A.J. Wasserstein on a topic that rewards honesty and dialogue over optimism alone. Read the full paper at: https://lnkd.in/e_eskQ9V #ETA, #SearchFunds, #Searchfund, #EntrepreneurshipThroughAcquisition, #Entrepreneurship, #CorporateGovernance, #InvestorRelations, #PrivateEquity, #YaleSoM, #Kellogg, #Booth

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Scaling carbon removal requires collaboration and innovative thinking. Today’s discussion around financing gigaton removals at the inaugural Stanford Doerr School of Sustainability Accelerator Showcase highlighted exactly that. Alongside Rodi Guidero of Breakthrough Energy and Nicole Systrom of Galvanize Climate Solutions – moderated by Michael Wara – we explored how capital can accelerate the deployment of carbon removal technologies. The Sustainability Accelerator is playing a critical role in bridging research, industry, and policy to tackle some of the most pressing challenges of our time. Conversations like this reinforce the importance of aligning investment with impact. The path to scalable climate solutions is complex. Looking forward to seeing what emerges from today’s event. #ClimateFinance #CarbonRemoval #SustainabilityAccelerator #VentureCapital #StanfordDoerr #HardTech

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I'm happy to announce that Founder Institute is bringing on Paul O'Brien as our first Head of Public Affairs. Paul joins FI with decades of experience tackling the systemic reasons startups and local ecosystems fail due to misaligned policy, underperforming startup programs, or institutional neglect of the realities of launching endurable businesses in today's economy. From Austin to Silicon Valley and beyond, Paul has championed the idea that education is infrastructure, and that cities should treat entrepreneurial development as essential as roads, broadband, and water. At FI we couldn't agree more, and as AI transforms our economy I believe the future of our society will be found at the convergence of how we teach, how we govern, and how we serve entrepreneurs. Unfortunately, I speak to government and economic development officials every week that are completely neglecting the education and development of new entrepreneurs in their regions. In his new role, Paul will help us push FI's mission to empower communities of entrepreneurs forward through Policy Engagement, University and Civic Integration, and Ecosystem Accountability. If your city, university, or organization is ready to integrate structured entrepreneurial incubation and acceleration with policy and capital strategy, now’s the time to connect! 🔗 Read the full announcement - https://lnkd.in/eenwHujW (and welcome on board, Paul! 👏 )

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