Lead Edge Capital

“We've, I think we've only lost all of our money, like in one deal ever.”

“We do not run funds with like a hundred, 115 companies in them, we have, we run funds with like 20 investments in them”

“And so our number one KPI that we run this place by is what is our gross dollar retention for LPs? We want like 95% gross dollar retention because the only way you can get that is one, have good investment returns. And great client services.”

“Probably like 800. 95% by number are these executives, yeah.”

“I bet our average holds are three and a half to four years probably.”

“If we do like an eight criteria deal versus like a five criteria deal, there's like actually no correlation to like, it was a better deal.”

“I've sent handwritten thank you notes every way I meet. Almost everybody. I meet, like, every entrepreneur, every company. Guess who also does now? The twenty-two-year-old analyst. And by the way, we track it and report on it.”

“Probably a third of our exits have been secondaries.”

“We're looking for, like, this one-to-one ratio. In a world where capital is a commodity, if you can build a business that's growing nicely while burning less than your, well, burning less than your revenues, you've got a pretty good business.”

“In toast, which is one of our biggest investments, which we put like 12% of our fund three into. And we'd always get crap. Our fund three was like a two hundred ninety million dollar fund. And then we put like thirty six million bucks into it. And before the I…”

“50, 60% of our companies are, like, profitable businesses.”

“70% is special sets or, like, secondary.”

“We think a lot of firms do a really, really good job on the buy. Very, very few firms do a very good job on the sell, like, knowing when to sell, pressuring to sell, and we would tell you that the private equity funds tend to do a much better job on the sell t…”

“We sold like in the secondary markets like 40 or 50 bucks in toast. The stock today is like 30 bucks.”

“When we invest in a business, and when we exit, it's something like 75% of the time, the person who was running the business when we invest is still involved in the company.”

“I think the best Chris suggested returns right now are in Public software names.”

“And the process for us starts with, you know, 18, 22, to twenty-four-year-olds that, you know, talk to about 9000 companies a year.”

“We actually, I, for one, strongly believe that if you think in If your budget in twenty-twenty-four for twenty-twenty-six was to have a 150 software engineers, you should still have a 150 software engineers, because those software engineers can be, like, expon…”

“Now, when we find the company, we're then super creative. We'll buy 10%, 80%, LPs out of a twenty-year-old fund, buy employee, secondary, you know, fund somebody's CV. We don't care. We'll do anything.”

“Our belief, for right or wrong, is that the competitive advantage of software company has never been about R&D. We're not building semiconductor chips. Like we're not, it's, we're not building biotech and pharma companies. This isn't that it's to build like ch…”

“We tend to hire people that are, like, former athletes.”

“I probably spend 60% of my time with LPs. Now, again, that could be getting somebody to help a company, though, too, or coordinating with the team of people with us, like, hey, let's figure out a way to get into Exxon. And then I would say a third of my, 25, 3…”

“Toast was twenty five million of revenue growing a 150% a year. And it was like, we paid like 500 bucks. It was like 20 times revenue.”

“We are in a control position about a third of the time.”