Acquisitions are reshaping the technology industry. Venture-backed AI companies acquired 195 AI startups this year through late September, already exceeding the total for all of 2025, 小蓝视频色情网页版 data shows.

For investors and founders, such acquisitions can represent major financial milestones. For employees holding equity compensation, a transaction can also change personal financial plans they had expected to follow for years.

A client whose employer was acquired in an all-cash transaction described to me the atmosphere inside the company during the weeks that followed: Employees repeatedly discussed the deal in office corridors, trying to understand what it meant for their equity awards, their jobs and their future. She compared the confusion to the atmosphere surrounding a major reorganization or a round of layoffs.

The transaction offered the prospect of substantial financial gains. Yet employees were struggling to establish what those gains would mean for them individually.

One acquisition, different outcomes

Employees at the same company can emerge from an acquisition with remarkably different financial outcomes.

Some own vested shares. Others hold restricted stock units, stock options or performance-based awards. Their rights depend on grant agreements, vesting conditions and transaction terms. Even two employees holding RSUs may face different payment schedules or employment requirements.

Depending on the agreements, outstanding awards may be settled in cash, accelerated, converted into replacement awards, or remain subject to future conditions. One employee might receive a substantial payment when the transaction closes. Another may have much of the expected value tied to continued employment.

The announced acquisition price provides a reference point. It rarely tells an individual employee everything they need to know about the money they will receive.

This helps explain the conversations my client described. Colleagues may compare the value of their equity without realizing that their contractual rights differ.

Wealth and employment uncertainty

Technology employees with substantial equity compensation often depend on their employer in several ways.

Their salaries, bonuses, career opportunities and investment portfolios may all be linked to the same company.

An all-cash acquisition can reduce their exposure to its share price once vested shares are converted into cash. Other forms of dependence may continue.

The acquiring company may reorganize teams, change responsibilities or introduce retention arrangements. Employees whose unvested awards remain conditional on employment may face difficult choices about staying.

Someone expecting a large payment can therefore feel financially stronger while becoming less certain about their career.

Before making plans

A major acquisition announcement can change personal ambitions long before the proceeds arrive.

Employees may begin considering early retirement, a new business, a career break or a major family purchase.

Those possibilities are worth exploring. But an announced acquisition may still require regulatory approvals and other closing conditions. The headline value of an equity award may differ substantially from the cash ultimately available to its holder.

Taxes, exercise costs where applicable, outstanding liabilities and payment schedules can all affect the outcome. So can the employee’s financial position outside the company.

A substantial payment might make a career change affordable without providing enough capital to fund permanent retirement. Existing pension savings, household spending and future earning capacity remain important.

In my work with technology executives, I have seen expectations about new wealth reshape personal plans before the underlying numbers have been established.

Employees facing a cash acquisition can begin with three questions: What rights do my specific awards provide? When will the proceeds actually become available? And what choices will the resulting after-tax capital support?

The answers may differ considerably among colleagues.

An exit without an exit decision

Founders who sell their companies often participate directly in negotiating the transaction. Employees holding equity compensation generally have much less influence over its timing.

They may have intended to retain their shares for years, sell gradually or remain employed until additional awards vested. A corporate acquisition can replace those plans with a timetable established by the transaction.

For some employees, the result will be substantial financial flexibility. For others, a significant part of their expected compensation may remain connected to future employment.

The period between announcement and closing can be especially difficult because the financial opportunity is visible while important details remain unresolved.

My client’s description of the office corridors captured that experience. The company had made a decision about its future. Its employees were left to work out what that decision meant for theirs.

The acquisition determines the terms of a corporate transaction. Each employee still has to establish how much financial freedom it creates.

is co-CEO and managing partner of , which works with technology executives, founders and families on integrated wealth planning, equity compensation and major liquidity events. His background includes more than two decades in the technology industry.

Disclosure: The views expressed are the author’s own. This article is for general informational purposes and does not constitute financial, investment, legal or tax advice. Details of the client experience have been presented without identifying information.

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Today鈥檚 venture capital ecosystem looks markedly different from even just five years ago.

Most significantly, a small number of AI companies are now attracting the vast majority of available venture capital. In Q1 2026, just four companies collectively raised $188 billion, which alone accounted for 65% of total global venture investment, per 小蓝视频色情网页版 data.

Meanwhile, in that same quarter, just 20% of global VC funding went to non-AI firms. meaning that checks are being made out to fewer companies all around.

So what happens to startups when the VC route is all but closed?

I built a company into a multibillion-dollar business without any venture funding. Here鈥檚 a few lessons I picked up along the way:

Prioritize customers and revenue, not fundraising

Many founders unknowingly treat fundraising as a measure of success. But while it鈥檚 useful, funding doesn鈥檛 result in success on its own.

Achieving strong levels of customer trust is also helpful when it comes to inspiring investor confidence. High retention rates, repeat purchases and sustained engagement drive the聽 financial fundamentals on which strong valuations are built. In B2B SaaS, for instance, companies with net revenue retention above 110% . Additionally, customers provide a feedback loop that helps create the discipline every company needs, and each user is a vote of confidence that compounds over time.

Going to market: Take time on pricing strategy

Too many early-stage companies set prices too low because they fear that higher prices will repel customers. In my experience, however, underpricing more often signals uncertainty rather than good value. Customers want quality products and services, and they expect that the quality will be reflected in the price.

Incredibly, , and firms more commonly regret underpricing than overpricing. So at the outset, it’s important for startups to inform themselves what price their product or service can actually sustain, and then raise quality if it鈥檚 too low.

Equally, in services markets where prices are more established around a norm, superior quality can be an important differentiator. At the same time, however, companies must continually resist the temptation to chase customers with ever-cheaper prices, which can start a race to the bottom.

Hire the best talent

Too many founders hire for speed rather than quality. Take the time needed to raise the bar with talent. Hire the right people, and they鈥檒l help maximize every last drop of value.

Many years ago, I decided to focus on just a small fraction of our applicants and . When we found the best developers, it meant we could compete on delivery quality rather than just price. Keeping costs low is important, but skimping on talent is not a winning strategy.

Use process automation efficiencies to drive growth

One of our best decisions was to at an early stage. Not only do these systems screen developer applications, but they can also build, match and deploy top-quality teams for each client project.

This advance allowed us to cut costs associated with evaluating applications, accelerate lead times, and improve the quality of our teamwork. In parallel, so that growth wouldn’t require proportional increases in overhead.

Whether it鈥檚 in recruitment, sales or operations, process automation can create some of the biggest drivers of growth and help bring about conditions needed for significant expansion to occur.

Operate as if cash is running out tomorrow

Companies thrive in challenging funding environments by operating with discipline. That means obsessing over unit economics, prioritizing activities that directly drive revenue, questioning every cost, and eliminating anything that isn’t pulling its weight.

Not only does this aid growth, but it also makes a business more resilient in hard times. Financial constraints drive leaders to create efficiencies by automating workflows, streamlining processes and inventing innovative work models.

Years before COVID-19 forced others to follow our lead, our company streamlined its operations and boosted scalability by developing a remote-working model. When the pandemic made remote work necessary, the fact that we already had the systems and workflows in place gave us a competitive advantage over other firms, and this in turn led to significant growth.

Long term: Stay married to the problem, not the solution

The past decade convinced many founders that venture capital was the default path to building a meaningful company. But while funding cycles rise and fall, the fundamental principles of good business don’t. Infusions of capital can accelerate growth, but they cannot create a great company from scratch.

On the longest timescale, the most successful founders are the ones committed to solving problems rather than just selling a product and chasing funding. In a world short on funding, growth simply can鈥檛 happen without it.

is the founding GP of , and chairman of , one of the largest bootstrapped nearshoring companies worldwide. Driven by his entrepreneurial spirit, he launched BDev Ventures in 2021 to help B2B companies accelerate their growth through a proprietary lead-generation platform. He also invests in and serves on the boards of biotechnology and e-learning companies. In recognition of his career path, he won distinctions such as an EY Entrepreneur Of The Year 2024 Bay Area Award.

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Congratulations to the enterprise AI company that just raised another nine-figure round to solve a problem software is supposed to solve by itself: getting humans to use the product.

You know the one. Won鈥檛 name it. Don鈥檛 have to. You鈥檝e read the press release 鈥� “autonomous,” “agentic,” “category-defining” in paragraph one, and then, a few paragraphs down, where the money is actually going: hiring an army of engineers to sit inside customer offices and manually make the “autonomous” thing behave.

Nothing says 鈥渨e鈥檝e built the future of work鈥� quite like raising half a billion dollars to hire more people to do the work.

The business model, decoded

Here鈥檚 how it works, in case the deck was too artfully vague:

1. Sell the customer an “AI platform.”
2. Discover the platform doesn鈥檛 actually do the thing on its own.
3. Send in the forward deployed engineers: sharp young people with CS degrees who now spend six months hand-building the workflow the website implied already existed.
4. Bill the customer for “software.”
5. Book it as ARR.
6. Raise a bigger round because 鈥淎RR go up.鈥�
7. Repeat, forever, with an increasingly large and increasingly expensive engineering org standing between the product and the promise it made.

This is not a flywheel. This is a payroll with a pitch deck.

And the industry has stopped even pretending otherwise 鈥� it鈥檚 fundraising on it, loudly.

pledged valued at $10 billion, with another $4 billion from ,, , and . The vehicle, DeployCo, has been with more than $4 billion in investment.

Meanwhile, job postings for “forward deployed engineer” are up somewhere between 800% and 1,000% year over year. Lightcast data reported by from January to August 2026. data carried by put listings up more than 800% from January to September 2025, and data from 643 in April 2025 to 5,330 in April 2026. Total comp is pushing past $300,000 in the U.S. list at $280,000 to $320,000 base pay and OpenAI at $185,000 to $300,000 base, plus equity. Fortune reported some Anthropic roles reaching $400,000 in total compensation.

Somewhere, a VC is calling this 鈥渙perating leverage鈥� with a completely straight face.

It is not operating leverage. It鈥檚 a staffing agency that learned to say 鈥渁gentic.鈥�

The tell

Ask the one question the pitch deck conveniently never answers: 鈥淚f you pulled the embedded engineer out tomorrow, does the customer still get what they paid for?鈥�

If the honest answer is 鈥渨ell, no, but the ARR is real鈥� 鈥� that鈥檚 not product-market fit. That鈥檚 people-market fit, and people-market fit has a brutally unglamorous ceiling: You can only hire humans so fast, and you can never hire them cheap enough to earn a software multiple. Every new logo doesn鈥檛 get more profitable to serve. It gets another headcount request.

Two companies, same $20 million ARR. One needs 10 engineers to keep the lights on. The other needs 100. Both slides say, 鈥淎I software company.鈥� The difference shows up in gross margin, cost to onboard the next customer, and whether that cost falls as the company scales.

The bill always comes due

Here鈥檚 the thing about people-market fit: it feels great right up until someone asks the unfashionable questions: What does it actually cost, fully loaded, to onboard the next customer? Does that number go down as the company scales, or does it just grow the org chart? What happens to gross margin if the first year growth slows and the headcount can鈥檛 hide behind hypergrowth anymore?

Companies funding their FDE armies with fresh nine-figure rounds are betting nobody asks these questions until after the round closes and the confetti is swept up. That鈥檚 a fine bet in a hype cycle. It鈥檚 a terrible one in a market that鈥檚 about to start reading the fine print.

Because eventually, someone always reads the fine print. A CFO builds a cost-per-deployment model. A CIO benchmarks time-to-value against three vendors instead of trusting one demo. An investor finally does the unglamorous work of separating software ARR from human-powered ARR on the same balance sheet.

The distinction buyers and investors can test is on the numbers. Software ARR should get cheaper to deliver as it scales. Human-powered ARR does not. OpenAI guaranteed the private-equity backers of its deployment vehicle an annual 17.5% return over five years, which is a different structure from a growth thesis.鹿

So no, your AI isn鈥檛 autonomous. But your business model might be 鈥� autonomously transferring the cost of a services company onto a software valuation, for as long as the music plays.

Enjoy the round. Hope the org chart was worth it.

, the co-founder and CEO of , is an entrepreneur and product leader with more than 20 years of experience across cybersecurity and AI. He has built three generative AI companies, including one that reached unicorn status. Gurtu is known for turning advanced AI into scalable, real-world platforms, and previously contributed to successful exits, including acquisitions by , and , and a public company, . He holds a master’s degree from the and CISSP certification.

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This tracker includes layoffs conducted by U.S.-based companies or those with a strong U.S. presence and is updated at least bi-weekly. We鈥檝e included both startups and publicly traded, tech-heavy companies. We鈥檝e also included companies based elsewhere that have a sizable team in the United States, such as , even when it鈥檚 unclear how much of the U.S. workforce has been affected by layoffs.

Layoff and workforce figures are best estimates based on reporting. We source the layoffs from media reports, our own reporting, social media posts and , a crowdsourced database of tech layoffs.

We recently updated our layoffs tracker to reflect the most recent round of layoffs each company has conducted. This allows us to quickly and more accurately track layoff trends, which is why you might notice some changes in our most recent numbers.

If an employee headcount cannot be confirmed to our standards, we note it as 鈥渦nclear.鈥�

How would you handle a junior employee questioning the way you鈥檝e always done something? Might you roll your eyes and dismiss their comments as naivety? Or would you indulge their curiosity?

As AI has made knowledge accessible on a scale never seen before, companies are becoming leaner and operating faster. What once took a large team months to do can now be done by a handful of people in a few days.

It is undeniable that autonomous systems are changing the way we work. In the small and dynamic teams of the future, choosing the right humans to direct your AI systems will become make or break for a company.

As a six-time founder, I鈥檝e learned the best workplaces are the ones where questioning things is the norm. Here鈥檚 how to build a team that questions orders as much as it obeys them.

AI by design

鈥淎I by design鈥� doesn鈥檛 only mean building the right autonomous systems. It鈥檚 also about creating autonomous humans. You need to trust the human in the loop as much as you do the technology. The team around you ultimately shapes the company in ways you can鈥檛 control. So surrounding yourself with people you trust to make decisions when you鈥檙e not in the room is critical to success.

The nature of job roles is changing. A job description can be totally different from the one advertised by the time you鈥檝e found a candidate, and a six-month roadmap is outdated by the time you鈥檝e finished drawing it up.

The has stated that as AI reshapes the workplace. Hiring for a fixed set of skills won鈥檛 move the needle. The people worth investing in are those who are able to learn what comes next.

Hire for curiosity

Curiosity is the best trait you can hire for. When I look at a CV, it鈥檚 not just experience or academic credentials that draw me in. I look for what people have built on the side. What have they made on their own initiative?

Hire for curiosity, and you鈥檒l create an environment where people are willing to throw new ideas around and challenge outdated ways of doing things. If your team is worried about saying the wrong thing, they won鈥檛 end up saying the right thing either.

In a world where technology is turning everything on its head, the companies that will thrive are the ones with curious people who are able to adapt to change quickly.

Hand over real responsibility

Employees with autonomy operate faster. They make better decisions because company vision is not abstract to people who are given real responsibility to drive it. Being involved in strategic direction stitches an employee into the fabric of the company and keeps them engaged.

Trust your employees to know what isn鈥檛 working. Allow people to pursue new ideas and reinvent things. Your employees are likely to spot potential problems before you do when they鈥檙e closer to the product. Make sure your team has the autonomy to try to fix them before they take hold.

Boredom is a big business risk

As companies become smaller, employee retention is more important than ever. Losing your best people is costlier when you have fewer of them to begin with.

The effects of a bored employee surface quickly in a small team. Boredom makes talented people a little bit slower, and a lot less likely to try the difficult thing.

The challenge for modern leaders is keeping your team engaged and interested. A bored employee is more likely to be swayed by a flattering recruiter.

Make sure to invest in development, keep your team learning, and always encourage curiosity. Give people autonomy and responsibility from the beginning, and boredom has nowhere to take hold. The mentality of risk and the drive to challenge something outdated is what you need to succeed in the changing work environment.

Dare to be a beginner, and teach your team to do the same. That junior employee questioning how you’ve always done things could be the most valuable person in the room.

is co-founder and CEO of Stockholm-based , an agent-driven, game-based learning platform. He has experience building, exiting and scaling digital companies across 70 countries. Uniplay is his sixth company to date.

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European AI-focused startups raised $23 billion in the first half of 2026, up 130% year over year and accounting for 55% of the region鈥檚 venture funding, according to a joint 小蓝视频色情网页版 and HumanX . That investment surge is sharpening a question at the heart of the sovereign AI debate: Where should countries concentrate their resources to capture the technology鈥檚 economic value and retain control over their data?

But sovereignty does not require owning every layer of the AI stack, according to two executives I spoke with onstage at the conference: founder and CEO and , 鈥檚 chief product and technology officer.

Their perspectives from Europe and the United Arab Emirates, respectively, pointed to opportunities in specialized chips and applications and underscored how purchasing decisions, government mandates and access to computing power can determine whether AI ambitions translate into growth.

Five-layered cake

, CEO and president of chip giant , has detailed a 鈥溾�� to deliver AI that includes聽 energy, chips, infrastructure, models and applications.

For Del Maffeo, whose company develops chips for inference, the opportunity lies in the semiconductor layer, as more AI processing moves beyond centralized data centers and onto devices.

鈥淎rtificial intelligence will expand from cloud computing, from centralized data centers, to devices closer to us in the physical world,鈥� he said. 鈥淭o enable this, you need specific chips which can run efficiently, at a lower cost, to connect these networks that today are running in the cloud. We are here to solve this problem.鈥�

Five-year-old Axelera AI has two generations of chips it sells to around 600 customers. The company next plans to expand to products for decentralized cloud computing.

AI transformation

Abu Dhabi-based AI71 partners with large organizations and government agencies to help them benefit from AI transformations.

The United Arab Emirates has the largest compute per capita in the world and has a three-month mandate for every government agency to set up agentic processes for its citizens, according to Ghissassi. Energy is abundant and cheap. Over the next two years, the goal is to reach half of every citizen鈥檚 interactions with the government with an AI agent, he said.

Competing at the model layer does not make sense, said Ghissassi. He believes there will be two, three or four companies that can afford to be in the race, given the amount of capital required and the fact that it commoditizes very quickly.

The application layer is the one that is really important, for sovereignty where you want to own your data, said Ghissassi, who previously led product development at . 鈥淵ou want to make sure that it stays with you, be it that you鈥檙e a government or an enterprise. If you鈥檙e giving away your trade secrets and know-how, nobody stops whoever is being a provider to you today, from replacing you.鈥�

In the UAE, 鈥渨hat helps is the mandate, the pace at which things happen, the availability of compute, both in terms of sovereign clouds, or on-prem, or global clouds, and then the amount of capital that is being invested to help transform these companies to benefit from these technologies,鈥� Ghissassi said.

By contrast, Europe struggles as it is a net importer of energy. It has strengths in the semiconductor industry but lacks all the real compute for AI, in neural networks and frontier labs.

鈥淲e should not be obsessed with controlling the entire stack,鈥� said Del Maffeo. In Europe we have to create value instead of just paying for a service, he added. 鈥�Creating value means creating a wealthy economy.鈥�

Europe鈥檚 strengths include its large pools of research talent and its population of 440 million people who can benefit from AI. However, the culture of large businesses purchasing from startups is less established, meaning it doesn鈥檛 have the same flywheel for growth seen in the U.S., said Del Maffeo.

鈥淲hat worries me is that we are a little bit lagging behind, and therefore we are missing this value creation, and this will weaken the economies of Europe,鈥� he said.

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From January through August U.S. tech layoffs reached at least 94,046, up 16.8% from 80,486 in the same period of 2025. Interestingly, and unsurprisingly, many of the cuts came as tech companies redirected spending toward AI and restructured operations to reduce costs.

The year started off on a busy note on the layoff front. After job cuts dropped sharply in December 2025 to 5,151, they surged in January to over 20,000. May was particularly brutal. The month drove the year-to-date increase, recording 31,513 layoffs 鈥� including 鈥檚 8,000-job reduction 鈥� the highest monthly count since March 2023, when layoffs reached 36,602.

Recent months indicate a slowdown. Layoffs fell each month after May, reaching 2,347 in August. Overall, June-August 2026 layoffs totaled 19,331, down 16.2% year over year. The decline suggests recent easing, though it is too early to establish a lasting reversal.

Artificial intelligence has become a much more common explanation for layoff decisions, noted , founder of AI was cited in 33% of tech layoff events this year, up from just 1% in 2024. His tracker attributes 92,913 layoffs globally, or 72% of this year鈥檚 total, to AI.

鈥淭here鈥檚 been little evidence that AI is actually replacing the work of the human employees let go,鈥� Lee said of this year鈥檚 largest AI-attributed layoffs. He believes established tech companies are spending heavily on AI and cutting costs elsewhere, hoping to increase productivity with smaller workforces.

Companies cutting

This year, we鈥檝e seen a number of Big Tech and publicly traded companies, as well as startups, make deep cuts.

But interestingly, as with last year, public tech companies have dominated layoff headlines in 2026 so far, led by and Meta.

鈥淏ig companies [have] made up about 87% of everyone laid off in 2026, which is similar to last year, when they made up 85%,鈥� Lee said.

Amazon accounted for 17,388 cuts this year so far through August. Those included a 16,000-worker RIF announcement in January and several smaller subsequent rounds. Meta was next with 10,400 layoffs, including an 8,000-job reduction carried out in May that represented 10% of its workforce.

and recorded the next-largest totals, letting go of 4,800 and 4,760 employees, respectively. , and each recorded 4,000 layoffs, followed by with 3,000, with 2,900 and with 2,600. Notably, the Top 10 list spans a variety of sectors, including cloud computing, social media, payments and enterprise technology.

We should also note that according to reports, 鈥檚 workforce fell by about 21,000 employees in its fiscal year ended May 31, 2026, but the worker count and exact timing for each of聽 those reported cuts was unclear, so we did not include that total in our tracker.

Among privately held companies in the tracker, recorded the largest disclosed total at 1,000, followed by HR software provider with 950 and with 500. Those figures were substantially smaller than the largest public-company reductions, although undisclosed layoff counts limit comparisons between the two groups.

And in early September, reportedly laid off 3,300 workers, or 10% of its workforce.

An AI focus

, of , says AI is affecting jobs in two ways. Some work, including coding, can now be done with fewer people. 鈥淭here are jobs that are literally being replaced by artificial intelligence,鈥� he told 小蓝视频色情网页版 News.

But companies are also changing their priorities. They鈥檙e putting more money into AI and cutting teams working on other parts of the business. 鈥淭hey鈥檙e letting people go from one area of their organization while they might even be hiring in an area that is focused on AI,鈥� Challenger said. That鈥檚 why a company may lay people off and advertise new jobs at the same time.

Tech has announced more job cuts than any other industry this year, Challenger said. Across the U.S. economy, layoffs are down somewhat from last year, though that comparison is skewed by the large number of federal job cuts in 2025. When compared with the period just after the pandemic, when employers struggled to find workers, layoffs remain elevated.

Few companies outside tech have blamed job cuts on AI so far, Challenger said.

It鈥檚 not all negative though, in his view. There’s potential upside for programmers, he said. If AI makes software less expensive to build, companies in other industries might embark on projects they couldn鈥檛 afford before. That could mean new jobs outside tech, though it鈥檚 too early to know whether those jobs will make up for the ones being cut.

Also, it appears that some companies might be regretting their layoff decisions. Amazon is reaching out to eligible former employees about open roles across the company, including in its cloud-computing and AI businesses, according to a聽 report.

Methodology

Layoffs figures are from The 小蓝视频色情网页版 Tech Layoffs Tracker, where we record reported job cuts at U.S. tech employers. The tracker includes layoffs conducted by U.S.-based companies or those with a strong U.S. presence 鈥� both privately and publicly traded 鈥� and is updated at least bi-weekly. Layoff and workforce figures are best estimates based on reporting. Actual layoff figures are likely much higher than reported as many companies do not disclose the number of jobs cut when announcing layoffs. For more about our methodology for tracking layoffs, refer to the tracker鈥檚 methodology section.

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A decade ago, Espahbodi co-founded aerospace and defense startup accelerator and moved back to the U.S. to expand it. On the advice of friends at , he opened an office in El Segundo, California, near , just as more alumni of that company were leaving to launch hard-tech startups of their own and next-generation defense startups including were emerging.

Espahbodi eventually sold his stake in Starburst and launched , which invests in companies spanning industrial infrastructure, manufacturing, energy and water desalination. The firm has backed 14 companies since making its first investment in January 2023.

He also advises federal agencies on working with nontraditional, venture-backed companies. In an interview with 小蓝视频色情网页版 News, he discusses how AI is changing hardware economics, why software investors are rushing into industrial technology, and what he believes many of them misunderstand about the sector.

This interview has been edited for length and clarity.

小蓝视频色情网页版 News: What led you to leave Starburst and launch Generational Partners?

Espahbodi: About four years ago, I noticed that my friends from SpaceX were leaving the space vertical and moving horizontally across physical industries. I reached an inflection point: I didn鈥檛 want to remain locked into the space sector. I wanted to follow my friends.

I sold my equity in the accelerator, and part of the investment team left with me to start Generational Partners. For the past four years, we鈥檝e invested in what you might call the SpaceX-mafia and hard-tech sectors 鈥� anything involving industrial infrastructure, manufacturing, energy or water desalination.

We made our first investment in January 2023, in a North Dakota-based drone company. It was a trial by fire and an opportunity to prove the thesis. We鈥檝e invested in 14 companies since then.

You were already investing in physical, safety-critical industries before the generative AI boom. Has AI materially changed where you invest, or has it mainly reinforced your existing thesis?

Espahbodi: I tend to arrive earlier than others. I embraced the idea that hardware does not have to be capital-intensive. People often confuse hard tech with deep tech, but nomenclature aside, you don鈥檛 need to invest in science to win in these categories.

AI has dramatically changed that narrative and encouraged more people to get on board. I鈥檓 not looking to invest in science. I don鈥檛 necessarily see opportunities in quantum computing, nuclear fusion or other technologies being spun out of laboratories.

People who worked at companies such as SpaceX, and laid their companies鈥� foundations digitally. AI has significantly improved that augmentation and performance, enabling these companies to tackle legacy industries more aggressively and, more importantly, with new business models.

Another major component of the AI question is that frontier labs have become more expensive and capital-intensive than traditional hardware companies. The success of frontier AI labs, combined with the SpaceX IPO becoming an enormous wealth-creation event, creates a new environment. It raises questions about what is truly capital-intensive, what makes a product or its intellectual property defensible, and where companies are reengineering products around different business models.

Hardware has historically been capital-intensive, slower to commercialize and difficult to scale. Under what conditions does its technical defensibility compensate for those challenges?

Espahbodi: Fundamentally, it comes down to the business model. I look for creative software talent combined with commoditized hardware, significant customer demand and a new business model.

One of our portfolio companies was founded by the team that built the factory for user terminals. When you buy a retail Starlink antenna, these people built and scaled the assembly line that produced it at high volume.

While deploying those terminals globally to provide internet access, they observed that poverty often stemmed from a lack of access to clean water. They asked whether they could replicate the proliferated satellite-and-user-terminal architecture for edge water desalination.

Rather than investing in multibillion-dollar, nation-state infrastructure like that used by Gulf countries, they wanted to mass-produce every component in a vertically integrated stack. Their goal was to produce a cooler-sized device that could clean water at the point of need.

used a digital, software-based approach to build the bill of materials needed for mass manufacturing. AI is part of its business and operations, but the company鈥檚 real innovation was inverting the infrastructure model and scaling it.

I helped Vital Lyfe win its first customers within the and . Those organizations can use its devices in the field rather than shipping pallets of bottled water by air freight. That created a signal for overseas partnerships and nonprofit humanitarian-aid applications. It showed that there could be a different way to provide clean water.

Those are the kinds of unique business models that excite me.

What other companies founded by SpaceX alumni demonstrate how hardware businesses can overcome the traditional challenges of the sector? What can these founders build today that would have been difficult five years ago?

Espahbodi: Another example is the team SpaceX recruited to build the autonomous drone ships that catch boosters in the middle of the ocean. The team included former Coast Guard personnel and oil-and-gas technicians.

At SpaceX, they had the freedom to use software and AI tools to automate station-keeping 鈥� the ability of those drone ships to position and navigate themselves and reach the right location.

That team spun out and brought in many former colleagues to change commercial maritime shipping. They retrofit legacy boats operating in harbors and waterways and move supply-chain goods.

They brought a digital-first foundation to automating the controls on tugboats and barges. That had never existed before because the communications link to those ships didn鈥檛 exist. Starlink changed the concept of operations. The company can use its software expertise to change how physical devices operate aboard these boats and allow their sensors to send signals anywhere in the world.

That makes it possible to retrofit and overhaul how legacy shipping vessels navigate harbors and waterways in the U.S. It鈥檚 another example of SpaceX alumni applying the playbook and technologies they learned at SpaceX to a much broader commercial industry.

You鈥檝e said AI is eroding traditional software moats. What evidence are you seeing that investors are responding by moving into hardware and industrial technology?

Espahbodi: I meet many software investors who feel they鈥檙e missing out on hardware but don鈥檛 necessarily understand it. I鈥檝e met beauty investors who now say they鈥檙e defense-tech investors.

Los Angeles is a hotbed of firms that historically invested in software, media or consumer packaged goods. But people forget that Southern California, particularly El Segundo, is the aerospace capital of the world and has the largest concentration of mechanical-engineering talent.

Across the region 鈥� from China Lake to San Diego 鈥� technicians, builders and vocational talent are intersecting with the democratization of software and access to AI tools. Many local VCs have never taken advantage of the hardware talent located around them, so they鈥檙e being thrown for a loop.

Ironically, Bay Area VCs have been among those leaning most heavily into this. But it鈥檚 happening everywhere. I鈥檓 in Washington, D.C., now, and one of the first investors in , the hypersonic missile company, was in Virginia 鈥� before and others became involved.

Los Angeles VCs in particular know there is a talent war underway and that many people are leaving established companies to launch new businesses in these categories. But they struggle to underwrite those deals. They don鈥檛 know how to distinguish a strong opportunity from fear of missing out or something merely cosmetic.

So investors鈥� lack of experience in the space isn鈥檛 deterring them from writing checks or competing for deals?

Espahbodi: You have to ask why. The answer is their limited partners.

Sophisticated allocators, such as endowments, foundations and pension funds, along with more FOMO-driven family offices and high-net-worth investors, are watching this wave of SpaceX, and Anduril alumni create new companies and raise extraordinary rounds.

Many of those companies are no longer raising solely to pursue intellectual property. They鈥檙e building war chests to acquire other companies. The lines between private equity and venture capital are blurring. VC-backed companies are doing private equity-style buyouts, while venture deals are bringing in private equity checks.

That leaves LPs pushing for more. The success of the frontier AI labs has also perpetuated a fear of a 鈥淪aaS apocalypse,鈥� which I don鈥檛 think is real 鈥� although I sometimes question 鈥檚 1聽stock price for fun.

It creates what venture does best: tourists and FOMO. LPs ask why their managers aren鈥檛 investing in the same companies and how they can participate, raise more money and show that they aren鈥檛 missing out. That鈥檚 how I鈥檝e seen investors unfamiliar with these sectors enter the market.

Some of the largest Silicon Valley firms … missed this dynamism wave. Now they鈥檙e leaning in hard, sometimes at ridiculous valuations for companies that have yet to produce anything.

If more venture funding continues to flow into defense, aerospace and industrial technology, what prevents hardware from developing the same problems software experienced, including too many competing companies?

Espahbodi: Bring it on 鈥� hard and fast, and as much as possible.

Venture as a category exists because it was always about hardware. I would argue that the SaaS era, from the dot-com boom until now, was a blip compared with what venture was originally intended to underwrite.

I would move away from the hardware-vs.-software distinction and ask who is reframing the business model. Is there a way to reengineer a combination of software and hardware to unlock customer value? That鈥檚 the more important question.

How important is geography for these startups? Does locating near a major government customer help a company win contracts, and how do startups navigate procurement if they aren鈥檛 based near Washington, D.C.?

Espahbodi: It鈥檚 a common misconception that Washington is where the money is. The Los Angeles Air Force Base houses , which is another way of saying it holds 鈥檚 wallet. El Segundo makes the purchasing decisions for the fastest-growing portion of the military budget.

Washington is a place of considerable activity that needs to be influenced. Venture has never had this degree of influence on an administration and its executive orders. We鈥檙e also seeing portfolio companies backed by influential investors win government contracts worth as much as $1 billion at a time. That鈥檚 extraordinary.

Geographically, companies need to be where the talent is as much as where the customers are. Government customers should signal what matters, but companies shouldn鈥檛 organize themselves entirely around the government.

My catchphrase is that I want everyone to be commercially focused but mission-aware. I don鈥檛 want them to be mission-focused on the government. I want government to signal what it cares about while companies remain commercially focused.

The talent war for this convergence of hardware and digital technology is centered in Southern California. If you aren鈥檛 building and recruiting there, you鈥檙e falling behind. I like that the Bay Area is trying to attract more hardware talent and capitalize on the automotive and humanoid-robotics markets.

But I think the talent base for the factory of the future starts in Southern California and can then be used as a model for expansion into other places, as companies such as Anduril have done in Ohio and Louisiana.

We invested in a company founded by people from SpaceX and . They immediately moved to Austin to build a smart factory for raw-material processing. They wanted to automate the process at its source.

The largest concentration of cotton farming is around Lubbock in the Texas Panhandle. The company is building automated factories from the ground up to mill cotton into yarn and then complete the digital, vertically integrated stack by producing textiles at prices that beat outsourcing to China, Vietnam and other countries.

It sounds crazy, but the founder is determined to do it. If you can prove the model in textiles, you can apply it to copper. If you can do it with copper, you can do it in pharmaceuticals. From there, it could go in any direction.

Do startups located near Space Systems Command have an advantage?

Espahbodi: Not for that reason alone. The advantage is that they鈥檙e part of the ecosystem and geography. They鈥檙e spending time in the same bars and restaurants, and their children attend the same schools. They鈥檙e witnessing the same velocity.

Space Force itself is facing greater demand than ever to protect assets in space. Whatever happens with funding for individual programs, it remains the fastest-growing portion of the Pentagon budget.

I don鈥檛 think startups should locate there solely to be close to the customer. They should be there for the talent they need to build.

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After completing medical school in London, decided not to pursue a residency. Her father was disappointed.

But she didn鈥檛 change her mind because she lost interest in healthcare. Instead, Abuzeid realized she wanted to work on problems affecting more people than she could treat individually.

鈥淲orking as a doctor is great, but you鈥檙e only working with one patient at a time,鈥� she said in an interview with 小蓝视频色情网页版 News. With software, 鈥測ou have millions of users using your products.鈥�

Abuzeid went on to co-found , a San Francisco-based healthcare hiring platform that has raised about $97.5 million from investors such as , , , and . It says its products are used by 1.5 million healthcare professionals 鈥� including 1 in 2 U.S. nurses 鈥� and 1,500 healthcare employers.

Before launching Incredible Health in 2017, Abuzeid trained as a doctor, advised healthcare companies at and , and worked as a product manager at a health tech startup, but didn’t know how to code software.

An M.D. who chose not to practice

Originally from Sudan, Abuzeid was born and raised in Saudi Arabia and also lived in the United Arab Emirates. She moved to London at 18, where she completed her undergraduate education and medical school.

Her interest in business predated her medical career. Both of her grandfathers were entrepreneurs in Sudan, and she grew up hearing about the companies they built. By medical school, she was increasingly drawn to the reach that entrepreneurship and technology could offer.

After earning her medical degree, Abuzeid immigrated to New York at age 24. Her time in healthcare consulting at Booz Allen and McKinsey exposed her to the strategy, operations and economics behind the healthcare system, she said.

She later earned an MBA from the specializing in healthcare and entrepreneurship, and moved to San Francisco in 2013.

There, she joined an early-stage healthcare technology company as a product manager. The role taught her how to work with engineers, data scientists and designers, as well as how software products are built and grown.

It was also where she met , the software engineer who would become her co-founder at Incredible Health.

Abuzeid still does not code, although she has experimented with newer AI-assisted coding tools. Portlock, an -trained engineer who she calls 鈥渢he best engineer I鈥檝e ever worked with,鈥� has led Incredible Health鈥檚 engineering and data teams from the beginning.

But Abuzeid, the startup鈥檚 CEO, argues that a software founder’s central job isn’t writing code.

鈥淎t the end of the day, when it comes to creating software companies, it鈥檚 about solving problems,鈥� she said. 鈥淚t鈥檚 about identifying the markets, understanding the problems customers are facing and figuring out ways to solve them.鈥�

A mismatch in healthcare hiring

The problem behind Incredible Health surfaced through conversations the founders were having with people they knew.

Doctors in Abuzeid鈥檚 family and circle of friends frequently complained about understaffing. At the same time, nurses in Portlock鈥檚 family described applying to numerous jobs and often receiving no response.

The two accounts did not line up. Healthcare is the largest U.S. labor sector by number of workers, Abuzeid said, and it faces severe staffing shortages. Yet experienced nurses were struggling to get the attention of employers that urgently needed them.

鈥淲e started to dig into it more, and we were like, 鈥楾his doesn鈥檛 make any sense,鈥欌�� she recalls.

The founders discovered that hospital recruiting teams were often small, overwhelmed by applicant volume, and reliant on manual processes.

Incredible Health鈥檚 marketplace reverses the usual hiring process so that employers are actually the ones applying to healthcare workers. The software automates screening and matching for permanent jobs at hospitals, surgery centers, home health organizations and other healthcare facilities.

The service is free for healthcare professionals. Employers pay an annual subscription to use the marketplace and the company鈥檚 other hiring software. Customers include , , and .

A selective approach to fundraising

Incredible Health has raised approximately $97 million across seed, Series A and Series B rounds.

It was a process, she admits. She spoke with about 70 investors while raising the company鈥檚 seed round. Eight invested, including and .

At that stage, Abuzeid said, she had to educate investors about the healthcare labor market and persuade them that she and Portlock were the right founders to address it.

鈥淚 think it was the vision and the mission and the team,鈥� she said. 鈥淎t that point, you鈥檙e really investing in the founders.鈥�

Each of Incredible Health鈥檚 funding rounds was oversubscribed, Abuzeid said. She attributes that partly to raising from a position of financial strength. The company generally operates close to cash-flow break-even and at times has been cash-flow positive.

Overall, Abuzeid said she is selective about which investors she approaches. Specifically, she prefers firms with marketplace experience and partners who have previously operated companies. She also prioritizes investors who have already backed women or founders of color.

鈥淚 don鈥檛 want to be the first,鈥� she said. 鈥淚鈥檓 not here to overcome someone鈥檚 bias. That鈥檚 not a good use of my time.鈥�

While she acknowledges structural disparities in venture funding, Abuzeid said she didn’t choose to work with Portlock because she believed she needed a male co-founder. Rather, she recognized that a strong technical partner would balance her own skills and abilities.

Overall, Abuzeid believes female founders generally need to emphasize ambition. In her view, investors are used to hearing expansive visions from male founders, and women should be equally vocal about the size of the companies they intend to build.

鈥淚t鈥檚 really important to be ambitious and to be very clear about your vision and what you鈥檙e trying to achieve,鈥� she said.

Automating the first interview

In 2025, like many other startups, Incredible Health incorporated AI into its product lineup.

The company developed the agents with healthcare systems including , , Johns Hopkins and . Working with customers during the development process made it easier for Incredible Health to incorporate the technology into established enterprise workflows, Abuzeid noted.

One agent, Lyn, conducts the initial recruiter interview, asks clinical and behavioral questions, explains an employer鈥檚 value proposition, and discusses available roles. It then hands the candidate off for a possible interview with a hiring manager.

A second agent, Gail, helps healthcare professionals create r茅sum茅s and practice for interviews.

Abuzeid said Lyn has reduced hiring time by 30%. Three-quarters of interviews now occur within 24 hours of a candidate applying, compared with up to two weeks previously. About 40% take place at night or on weekends, when recruiters are less likely to be available.

The AI products clearly extend Incredible Health鈥檚 initial mission of removing hiring delays in the healthcare industry. They also reflect the founders鈥� complementary roles. Portlock continues to oversee engineering, data and technical architecture, while Abuzeid鈥檚 work draws on her experience across medicine, healthcare consulting and product management.

For Abuzeid, that distinction shows why she does not consider technical chops a prerequisite for founding a software company.

鈥淎t the end of the day, when it comes to creating software companies,鈥� she said, 鈥渋t鈥檚 about solving problems.鈥�

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We spoke with to talk through the firm’s evolution and how it is meeting this AI moment. She is a partner at the firm who relocated to Silicon Valley from Mexico City.

When the firm was founded in 2005, Brazil didn鈥檛 yet have a startup ecosystem 鈥斅爐here was no network of founders, no LPs backing VC firms based there, and no follow-on investors. That has changed drastically in the couple of decades since, with the country emerging as LatAm鈥檚 startup powerhouse and a place where U.S. investors and tech giants are increasingly courting business.

Brazil is an exceptionally digitally savvy market. It is the for and the third-largest . Its real-time payment rail , created by the , was rolled out in 2020 and is used by more than 90% of adults in the country.

Latin America has also become an important market for U.S. AI labs and technology companies. Monashees recently announced a partnership with called the in which the two companies co-invest up to $2 million in AI-native and deep tech pre-seed or seed-stage startups in Brazil. Its first summit is planned for later this year in San Francisco, where it will gather Latin American startup founders building businesses with AI.

Monashees makes around eight to 10 new investments per year and is finalizing the deployment of its $370 million fund into roughly 35 companies.

The firm opened an office in Mexico City in 2022 and in September 2025 set up an office in San Francisco.

The interview has been edited for brevity and clarity.

Gen茅 Teare: To set this up, tell me about Monashees.

Fabiola 蚕耻颈苍锄补帽辞蝉: Monashees is the pioneer of venture capital in Latin America. It started 20 years ago, in 2005, with the premise that what had happened in Silicon Valley with tech could also happen in LatAm 鈥� that many of the structural problems could be solved with tech.

and , Monashees鈥� co-founders, were crazy enough to believe this could happen, so that鈥檚 when they started Monashees. Just to give you a little context, back in the day there was nothing. It really took time for this flywheel to get started, because if you don鈥檛 have funding, you don鈥檛 have great talent.

Finally, after five years, they managed to crack that. In 2010, you started to have the first wave of tech companies in the region, and Monashees started positioning Brazil on the global tech map.

As a second phase, the team realized that what was happening in the Brazilian ecosystem was also starting to happen in other countries in the region. Great teams were starting to build great companies. That鈥檚 when Monashees decided to expand across Latin America and back these teams. That鈥檚 when we led 鈥檚 seed round, one of the flagship companies of Latin America.

The third wave, which is what we鈥檙e focused on right now, is Global LatAm: backing Latin American founders who are building global businesses, regardless of whether they are building in Latin America or globally.

That has also been the rationale for opening an office in San Francisco. In the context of AI, you have many Latin American founders starting businesses from here because you have to be close to the labs and the talent.

We鈥檙e early-stage investors. We invest at pre-seed, seed and Series A. Seed and Series A are our sweet spot, and we are lead investors. We鈥檙e also generalists. We鈥檙e not sector-specific, we鈥檙e mostly sector-agnostic.

I see this trend when I talk to a lot of European VCs with earlier-stage investors, establishing a U.S. presence. It seems fairly recent, and it seems to be driven by this AI wave. Do you think it鈥檚 the VCs coming here and the founders following, or are the founders coming first and the VCs realizing they need more of a presence here?

蚕耻颈苍锄补帽辞蝉: I think initially it was mostly founders. Now, it鈥檚 a little bit of both; they鈥檙e feeding each other.

The reason we started the office in San Francisco is that the pace at which AI evolves is unseen, even compared with other technology paradigms in the past. If you鈥檙e not here, it鈥檚 very difficult to keep pace and stay up to speed with where the AI frontier is going. You even have a gap with Wall Street, so imagine the gap with Latin America.

If you want to build an AI-native company as a Latin American founder, part of that is coming to San Francisco and Silicon Valley. San Francisco is now the magnet for all of this. It鈥檚 highly dense and concentrated. You have to be here to absorb the tools and understand what other people are doing.

I also think it鈥檚 super important because founders realize that Silicon Valley is the champions league. In Latin America, you do have great talent, but you don鈥檛 know what great looks like if you鈥檝e never worked here.

The reason we opened an office here is to bridge that gap: to help founders be here, see what is happening at the frontier, and understand what the best companies are doing so they can replicate that back in LatAm.

The talent in the region is now sophisticated enough. It has been a 20-year process to get to a point where you have great, ambitious founders who believe they can build global businesses.

You already have success stories like from or from . Founders realize they can build globally.

In the context of AI, many of these global companies have to be based here because you have access to AI talent, but also to funding. Being close to all the Silicon Valley funds is also crucial for them.

I do think several founders are coming here to build, but that also creates some issues. One important thing to note is that many of these founders are building for the Latin American market, where your revenue is in Brazilian reais or Mexican pesos. In terms of headcount, you need to be very careful that you don鈥檛 have a U.S. cost basis when your revenue is in Brazilian reais or Mexican pesos.

These very early-stage startups also cannot compete with the big labs here that are paying a lot of money for talent. Right now in San Francisco, finding AI talent is really difficult and it鈥檚 very expensive.

I think it’s more about coming here, learning and bringing back the best practices. That鈥檚 where the real arbitrage opportunity comes from. You have amazing talent in LatAm, and you can teach them. Now, in the context of AI, you have much better ways to do that and you can operate with a smaller headcount.

That鈥檚 the rationale for founders coming here and for us being here as a bridge. We help our portfolio companies stay close to AI innovation, but we also get access to Latin American founders who are building from the U.S.

We hired a researcher for the Monashees team. Andr茅s [Campero] has a Ph.D. from in AI. He鈥檚 one of the disciples of , who is a very renowned researcher. The rationale for having Andr茅s, who is Mexican, on the team is to help us connect with the research diaspora here in San Francisco. It鈥檚 very different to talk about business than it is to talk to researchers.

This is important because most researchers from Latin America don鈥檛 stay in Latin America. They come to the U.S. and work at the different universities here. It鈥檚 important for us to be connected to where most of the innovation is happening. Andr茅s also helps us identify the best companies emerging in the region from a technology standpoint.

Of those, how many are coming to the U.S. at the earlier stages? What proportion do you expect to come here?

蚕耻颈苍锄补帽辞蝉: Some of the companies we鈥檙e seeing start in LatAm and then expand to the U.S.

We have a portfolio company called . It鈥檚 AI-native, and it develops preventive-maintenance software. The company started in Brazil.

Its customers were global businesses, and those customers started pulling the company into the U.S. Its product was much better than what was available here. The company is now headquartered in Atlanta, so you could say it鈥檚 a U.S. company now.

Most of its revenue comes from the U.S. I think examples like that 鈥� companies born in LatAm that expand globally 鈥� will tend to be around 30% of the portfolio.

Companies we invest in from the U.S., where most of the revenue will be U.S.-based, will probably be around 20%, because we continue to be a LatAm-focused fund. But we鈥檙e also going to see more LatAm-born companies coming here.

You mentioned the focus on Latin America, and talent is obviously very difficult to find here in the U.S. right now. For the companies that are based here, do you see them setting up offices in LatAm to attract talent? Are most of them using a hybrid model, or are some completely U.S.-based?

蚕耻颈苍锄补帽辞蝉: It depends on the stage they鈥檙e at. Later-stage companies 鈥� think Series C or Series D 鈥� tend to have most of their technology teams in Brazil, Argentina or elsewhere in LatAm.

Another example is . It鈥檚 headquartered in Salt Lake City, but most of its technology team is in Brazil, in a smaller city called Jo茫o Pessoa.

The company is building very sophisticated AI infrastructure. It was able to do that because it was very good at hiring a senior team that could teach and transfer knowledge to the local team.

We鈥檙e seeing more of that. You start with senior people, senior researchers or senior data scientists in the U.S., while much of the junior team is in LatAm.

Now, with AI, you can have fewer junior people. But you also have talent in Latin America that is strong enough to act as the senior engineers.

What are the standout companies in the Monashees portfolio that you would highlight?

蚕耻颈苍锄补帽辞蝉: I鈥檝e shared a couple. One is Tractian, the preventive-maintenance software company. The company has been growing. It鈥檚 a success story for us because it started in Brazil, and it has proprietary technology. It combines software and hardware, and it owns the patents for its hardware.

Today, it is really conquering the U.S. market. It鈥檚 a perfect example of an AI-native company born in Brazil, where the AI lab lives in Brazil, but the company is competing at the global level.

We also have Music.AI, which is in a fun industry. If you鈥檙e an amateur musician, its platform allows you to play whatever song you want and play with the instruments in the background. You can play the drums, the flute or whatever you want while having the other instruments behind you. The company has both a B2B and a B2C business. It has more than 50 million users or downloads and is growing very fast. It won iPad App of the Year two years ago. It鈥檚 another success story. It is based in Salt Lake City, but has its technology team in Brazil.

We recently invested in a company called . It鈥檚 an accelerator, so it鈥檚 similar in some ways to what we鈥檙e doing with Google. Shiva is trying to capture this new wave of entrepreneurs who might not have pursued entrepreneurship if Shiva and AI didn鈥檛 exist. , the founder, is a second-time founder. He was one of the early co-founders of one of our portfolio companies, which later went public. You can think of Shiva as the of Latin America in the sense that it is very community-driven. It is also trying to capture these solopreneurs: companies started by just one person that can go global from day one and have revenue from day one.

I think it鈥檚 a super-interesting and very different investment. It speaks to how we鈥檙e always trying to keep pace with how the ecosystem is going to evolve, because this ecosystem is also likely to be disrupted by AI.

I can also tell you about some of the companies in the portfolio that are focused specifically on Latin America.

We have a company called . It鈥檚 an HR platform. It鈥檚 very specific to the Brazilian ecosystem because regulation requires employers to provide certain benefits to employees. Flash managed to build a technology product around that, and now the company is expanding into a full HR platform. It鈥檚 one of the flagships of Fund IX. It鈥檚 growing very fast, and it has become a flagship company in Latin America. Fintech is one of the largest and most important markets in Latin America.

Another company was actually the first investment I made at Monashees. It鈥檚 a payment-orchestration platform called . The company is at the Series B stage. We invested at seed back in the day. It gives an e-commerce company a single integration through which it can manage all of its payment methods. If you鈥檙e a multinational company 鈥� think about 鈥� and you want to enter Brazil, Colombia and Peru, you have to deal with so many payment methods. With Yuno, you have just a single integration. In the context of AI, Yuno has developed a very strong agentic platform that helps with fraud and conversion. Fraud in LatAm is a big issue, and the platform helps companies manage fraud and increase conversion across these marketplaces.

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