Founding GP @MapleVCFund. Executive Fellow @HarvardHBS. First 25 @Uber and @Hired_HQ.

San Francisco, CA
Investors imagine the future. Builders create it. Operators scale it. maplevc.com/talent-arbitrage
"Without the builder to start, you can't get the others. And when a company is built without the builder, while outcomes can still be spectacular, they're not enduring." @acharoo, Founding Partner of @MapleVCFund, on the one archetype most early teams are missing, and why it's the one that determines whether a company changes the world or just makes money. Watch the full episode: piped.video/zGWpw8aOqaI
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I’ve spent the last decade thinking about what makes an exceptional founder — especially the ones who are easy to misread early. Really enjoyed unpacking what I’ve learned with @amritcat. Thanks Amrit and @villageglobal for having me!
"When your mind is stretched by how we're going to get there, that's a builder. When it's linear and legible, you're most likely talking to an inventor." @acharoo, Founding Partner of @MapleVCFund and Executive Fellow at Harvard Business School, has spent his career obsessed with one question: what makes a founder illegible to capital at the early stage, and why does that illegibility sometimes predict the biggest outcomes. In this conversation with @amritcat, Andre shares the framework he's used across 4 funds to spot builders before the market can read them. Watch the full episode: piped.video/zGWpw8aOqaI
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Andre Charoo retweeted
Great insights from a company that does brand well. "Brand starts at the top and has to be authentic to the founders" and "Brand is how much you put in today so that when you spend a dollar on performance marketing two years from now, you get more out of it" are both particularly useful. Because it was founder-led, it's embedded in their culture that the brand should be delightful and creative, just like they and their users are.
Brand has to start with the founders, not the CMO. A lot of people ask me how @Clay built its brand and how they should be thinking about their own company's brand. The advice I give always comes back to this: brand starts at the top and has to be authentic to the founders. There's a lot of data that shows CMOs are the most likely executive to get fired. And because of that, no matter how much they want to, they're not incentivized to take huge bets on something that won't show returns for a long time (if ever) — which is what brand is. Many think of marketing ROI as "how much did I put in, how much did I get out?" Brand is how much you put in today so that when you spend a dollar on performance marketing two years from now, you get more out of it. You're investing without knowing the direct ROI. We've been investing in brand since before we had revenue - that's when we bought clay.com, hired a claymation artist to design the images below, and more. People ask me why and I wish I could say it's because I'm a marketing savant. But the truth is that we just wanted to. We wanted the brand to feel a certain way - to capture the beauty of a product that exuded flexibility and creativity - and it felt right to invest in it from the start. Brand only works if it's authentic - and that only happens and actually gets prioritized when it comes from the top. As a little blast from the past, I pulled some mockups Hudson (said claymation artist) made for us ahead of our Product Hunt launch in Jan '22.
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Proud to have backed @clay from day 1. What most people missed: it all started with the data network effect. We drew this flywheel two years ago. Today, I’d draw essentially the same one — except replace users with agents. Same flywheel. Spinning much faster. @MapleVCFund's ~$145M gain today could become $1B in the not-too-distant future. Clay’s best growth days are ahead. 🚀 Congrats @kareemamin 💪
Today we're announcing our Series D: $115M raised, led by @Wellington_mgmt, at a $7.1B valuation. Our mission is to grow every company to its full potential. To do that, we need to do 3 things ⬇️
Made with AI
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The new moats are the same as the old moats Every few years, we fall in love with shiny new tech and forget the basic physics of consumer software. We’re doing it again with AI. The new moats aren't new at all. They're the exact same as the old moats: network effects, marketplaces, and platforms. Right now, consumer AI is booming. New agents like Instinct, Bot, and Tomo are dropping mind-blowing experiences. The underlying tech is incredible, but almost every product being built today shares the exact same challenge: They are completely single-player. Single-player products are 100% tied to value - and in this case mostly agent : model performance. If a competitor drops an agent tomorrow that books travel faster, tracks habits better, or handles life admin more reliably, everyone can switch overnight because leaving is easy and has nearly zero friction. Especially when it is so easy to onboard with just a new message. The legendary consumer tech giants didn't win because their underlying technology stayed marginally better forever. They won because of structural lock-in: Social Networks: You don't abandon WhatsApp for a prettier UI if your friends aren't there. Marketplaces: Airbnb, Doordash, and Uber hold supply and demand in a tight loop. Platforms: Apple and Android deliver you a complete device so you take advantage of the software on top of it (though this creates opportunities too) Novelty gets you initial distribution. Multi-user dynamics give you long-term retention. If your consumer AI product doesn't become exponentially more valuable to User A when User B joins, you don't have a moat, just a temporarily superior feature set. We are seeing this in the coding agents as people jump from tool to tool based on the best performance. But… all is not lost. There are huge opportunities here. Agents will get better when more of our friends are on them and can help us coordinate and communicate to do more together. Agents that help us improve and strengthen our habits can get better as we add friends and hold each other accountable. Data flywheels are great, but social and marketplace flywheels are what actually build enduring tech giants. It’s time to stop building isolated AI tools and start building the platforms where people connect, transact, and coordinate together.
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This is a great interview. Lots of takeaways, but the one that stuck with me: “Pick the customer that helps you live in the future.” I think about @clay when I hear this. From the very beginning, Kareem maniacally focused on serving the top 1% of growth companies—and they continue to do so today. To @milesgrimshaw’s point, I think Clay would be a very different company if they hadn’t.
Hold jam sessions, not jury trials. @ThriveCapital's @milesgrimshaw rejects the investment committee as a jury trial where one person presents, and everyone else looks for guilt. “The best version of investment team conversations… is like being in the music studio making music together.”
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Andre Charoo retweeted
The bull case for Clay being a $100 billion company “The bull case is that agentic GTM has just started. We thought the TAM was the same as it was. It turns out when agents can run these GTM motions, they will consume 10 to 100 times more usage than humans ever could. They can run GTM around the clock. The usage is just going to explode, and Clay is a clear breakout winner. That is the bull case for Clay being a $100BN company.” @jasonlk Love to hear your thoughts. What is your bull case @NicolaeRusan @edsim @acharoo @joshk @andrew__reed @scottbelsky @lennysan @shishirmehrotra
This podcast is the single most important podcast to know what is going on in tech every week. On the agenda this week: - NVIDIA Crushes Quarter and Buys Hugging Face - OpenAI Cuts Off Cursor - Instinct Hits $2.5BN Valuation and The Race for AI Assistants - Cognition Raises at $46BN, Linear $2.5BN and Clay $7BN My notes with @rodriscoll and @jasonlk below: 1. How Instinct Could Follow the Same Path as Replit and Lovable In the early days, cloning lightweight AI tools is trivial. Defensibility emerges by rapidly adding complex workflows like security automation and multi-agent orchestration. Products that start without a moat can build formidable ones over time by solving dozens of evolving customer requirements faster than anyone else. 2. Hugging Face Acquisition Explained As the maker of compute, NVIDIA benefits when AI token traffic flows through 30% gross-margin open-source models rather than 70% gross-margin closed models where platforms capture more of the economics. Driving down software margins allows a greater share of total ecosystem spend to flow directly into GPUs. 3. The Bull Case for Clay Being a $100 Billion Company Autonomous agents executing go-to-market strategies around the clock could consume 10x to 100x more tokens and software usage than human sales teams ever could. As a leader in agentic GTM, Clay is positioned to capture an enormous wave of automated outreach, campaign analysis, and global prospect engagement. 4. The Bull Case for Linear When software teams build 100x more features at 50x the speed using AI, legacy project management tools and manual Kanban boards begin to break down. Linear can become the agent-friendly system of record for coordinating, tracking, and managing thousands of issues generated simultaneously by human-agent development teams. 5. The Three Ways the Wheels Come Off the Bus for NVIDIA NVIDIA’s record-breaking momentum faces one fundamental existential threat: a sudden collapse in end-user demand for AI intelligence. Hyperscaler CapEx buildouts and complex vendor financing arrangements work only as long as customers continue aggressively buying frontier-model tokens throughout the supply chain. 6. We Are All Building Compound Startups Today AI development tools have accelerated code production dramatically, making narrow point solutions increasingly vulnerable. To survive rapid competitive convergence, software startups must embrace becoming compound companies that ship expansive, multi-module product suites covering the entire customer workflow. 7. We Did Not End Up Doing More With Less. We Did More With More, and That’s Why European Startups Fail The belief that AI would allow companies to shrink headcount and simply do more with less has not played out as expected. Winners are compounding capital and talent to do vastly more with more, putting underfunded point solutions, particularly across Europe, at risk of being overwhelmed by aggressively scaling U.S. competitors. (links in comments)
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Andre Charoo retweeted
Top-ranked tennis players win barely more than half of the points they play - it ranges from 55% to 53%. It seems surprising that such a slight edge differentiates world champions from irrelevance, but the same is true in investing. From the beginning of 1928 through August 14, 2026, $SPX has returned 441x (not including dividends). The index traded up from the prior trading day only 52.4% of the time. What makes a great trader or public investor is that they get up daily to produce a slight edge for an extended period. There are about 250 trading days in a year. For the S&P 500 to eke out a 10.5% annual return, it must compound just 4 basis points per trading day. For those trying to generate more than a 20% return per annum, you want to compound 7 basis points or more every trading day. Take every decision seriously and make the best decision, but after that, we want to move on to the next important decision. Any of these decisions is only a point, but the stringing together of our best efforts on many ordinary points over a long period produces the arc of a champion.
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Andre Charoo retweeted
There is now an *advantage* to having one foot in your home country, and one foot in Silicon Valley. Silicon Valley has always run on the magic of paying it forward. Everyone here has been helped by someone, at a critical moment - for no reason other than just to be helpful. There’s a special version of this pay-it-forward culture for international founders: “Borderless Founders.” * You can get early customers from large companies at home that give you big proof points early. * You can build an outsized brand at home that can get global attention earlier. * You know the strongest engineers in your home country before the rest of the market catches on. Most of the fastest growing companies have int'l founding teams. Your background is your moat. Our job is to help you widen it. If you’re a Borderless Founder, we’d love to meet you 👇
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Love the non-consensus bet @davefontenot! 💪🏽👏🏼
when @alexatallah pitched us on this idea there would be a long tail of models, it was completely against the narrative of the time there was one legitimate model, two frontier labs, and people were talking about where the value would accrue consensus was that there would be one model to rule them all alex and louis took the other side of that bet and executed nearly flawlessly (1/n)
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After a decade of investing, I noticed the best founding teams all share the same pattern. I call it The Talent Arbitrage—a framework for understanding why some teams build enduring companies. Take the quiz to find your archetype: maplevc.com/talent-quiz
Article

The Talent Arbitrage

The hidden pattern behind the best founding teams — and why the archetype most investors overlook is the one that matters most. At Maple VC, we don't just invest early. We invest first. That means

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Andre Charoo retweeted
This is the reason that Clay has dominated their category. Kareem doesn’t waste time protecting the current moat. He obsesses over inventing the next one before anyone else catches up. Code is cheap now. Whatever edge you had last quarter is already degrading. Keep shipping faster than the market can copy. 👇Full episode in the comments
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Andre Charoo retweeted
We were honored to have Aalo CEO @MattLoszak at the White House with @POTUS to celebrate our criticality milestone and commercialization roadmap. Aalo is proud to build under the leadership of the President, DOE, and NRC. American sodium-cooled, mass-manufactured reactors have a bright future enabling electrification and strengthening the grid. 🇺🇸
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This is cool!
Building with AI has quietly turned into reviewing everything a dozen agents write. Nobody signed up for that. It helps to name where you actually are. The Levels of AI-Assisted Engineering: L0: Prompt & paste. Chat on one side, editor on the other. Copy, run, paste the error back. L1: One agent. It lives in your editor, sees your project, writes real code. You review every line. L2: The juggle. A dozen terminals of agents, and reviewing them is now your full-time job. L3: Loops. You engineer the context, the harness, the loops that drive the agents. Running that machine is your new job. L4: Fleet. You state a goal. The fleet writes the loops, manages the agents, verifies the work, proves it's done. You approve outcomes. Most serious builders are stuck somewhere between Level 2 and Level 3: juggling more agents than they can review, wiring up loops they never quite finish. Doing neither well. The principal engineers built Level 3 for real, by hand. I've spent five years on this ladder. This week I'm posting the full map, and what the top rung looks like.
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This is a very good analogy!
.@mansourtarek_ has a great metaphor for scaling a company: you're driving a ship as hard as you can, and there's always a hole leaking water somewhere. One kind of founder stares at it all day. Another throws a rug over it and tells everyone things are fine. Great founders stop waiting for calm water. They resign themselves to the holes constantly appearing, and get good at spotting the next one before it spreads. It sounds grim. It's actually the whole game. If you’re lucky enough to build a legendary company, the work will never end. The trick is to love what you do enough that you’re energized by fixing the holes. You can see it in @Kalshi's own progress: the CFTC lawsuit, then over-reliance on a few big brokers, then communicating clear lines between regulated markets and offshore ones. Solve one, the next is already taking on water.
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Not sure why I was so out of breath (it was probably all the screaming) but here is my speech from after we achieved criticality. To the second atomic age!!
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Andre Charoo retweeted
The best conversations at #ICML2026 happen not just in hallways but sometimes outside the conference center. Just had a great chat with @jedgar on everything from embodied intelligence to solving the loneliness epidemic via human alignment. He’s a preseed VC looking for crazy ideas to fund so if you’re building something and don’t want the pressure of IPO definitely hit him up outside Hall A at the conference center!
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Andre Charoo retweeted
AALO ATOMICS ACHIEVES CRITICALITY MILESTONE; MEETS EXECUTIVE ORDER GOAL From Founding to Fission in Less than Three Years, Aalo on Track to Become the Preeminent Nuclear Power Source for Modern AI Data Centers. AUSTIN, Texas, July 6, 2026 – Aalo Atomics, the company building fully modular nuclear plants to power modern AI data centers, demonstrated criticality for its Aalo-X Critical Test Reactor in the early morning hours of July 4, 2026 at Idaho National Labs (INL), meeting President Trump’s July 4th goal for companies in the U.S. Department of Energy’s Reactor Pilot Program. Criticality, which marks the first self-sustaining chain reaction within a nuclear fission reactor, was achieved under Department of Energy (DOE) authorization. “Reaching criticality is our most significant milestone to date, as it paves the way for the deployment of the Aalo Pod to power commercial data centers once it receives authorization from the Nuclear Regulatory Commission,” said Matt Loszak, CEO, Aalo Atomics. “More importantly, the Aalo-X Critical Test Reactor has the same full-scale core components as our commercial reactors. The Aalo-X’s 10 MWe reactor design positions it as the premier power provider for the modern data center.” “Last month I toured the Aalo facility at Idaho National Laboratory and was impressed by the company’s determination to successfully demonstrate their technology by the Fourth of July,” said U.S. Energy Secretary Chris Wright. “President Trump asked for three advanced reactors to be authorized and achieve criticality before the 250th anniversary of our great country. I’m pleased to share that through the dedication and hard work of Aalo, INL and DOE, we have surpassed that ask and delivered four!” Underscoring Aalo’s commitment to meeting the power needs of today’s data centers, the company has already begun work on its second nuclear reactor (located next to the Aalo-X test reactor at INL) for Project Ascension, testing acommercial-scale system that will produce electricity and power for an on-site data center in the coming months. In addition, Aalo recently announced a collaboration with Microsoft and Nvidia to lay the groundwork for an automated co-piloting system that could transform how a fleet of nuclear reactors operates safely. “Aalo has demonstrated unprecedented speed, as well as a commitment to quality and safety, in bringing its first nuclear reactor to life, but now is not the time for rest,” said Yasir Arafat, President & CTO, Aalo Atomics. “Criticality is just the beginning. In the coming months we will continue building and testing multiple reactors, including the commercial Aalo Pod design which in the next 18 months will provide a scalable and affordable power option to data centers and enterprises.” Fuel rods for the Critical Test Reactor were fabricated by GE Vernova’s nuclear fuel business, Global Nuclear Fuel (GNF), and delivered to the site in early April. Once Aalo completed its Readiness Assessment and Secretary of Energy Chris Wright signed the final approval to load fuel, Aalo was able to “flip the switch” and achieve criticality. Aalo’s celebration was intentionally reminiscent of Chicago Pile-1 (CP-1), the first self-sustaining, controlled nuclear chain reaction that occurred 84 years ago on December 2, 1942. CP-1 represents the birth of nuclear reactors, and today INL is the leading U.S. site for developing and testing them. Aalo will be holding a commemorative event to celebrate its criticality milestone in Idaho Falls on July 30, 2026.
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