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Recursus Capital Partners

University of Pennsylvania

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- Recursus Capital Partners ** * ***
- ******** ***** **** ******* *** **
- ********* *********** ** *** ********** *******
- ********** ** ************ ***** * ******* ******** ********* ******* *********** undefined 2004 - 2008
- ********** ** ************ * *** ******* ****** ******** ** ******* ****** ********* 2004 - 2008

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- Jeffrey Seah MSW Ventures
 • 7K followers 🥾

#bootstrapping as a mindset should be ephemeral, one that requires a deliberate transition away from as a business enters sustained growth

Appointing an established auditor is often regarded as a luxury and not part of bootstrapping

Audits discipline a business - to be methodical, thorough and deliberate - traits that acquirers often seek in due diligence

After all,

"What gets inspected, gets respected," Anon

We will share the traits of venture businesses sought and respected by MNC acquirers, join us if your business is out of the #bootstrapping mindset

#fulfillingpotential
#hepmil
#oobmil 25 1 Comment
- Peter OBrien Digital Finance HQ
 • 4K followers Every hire, product feature, and GTM experiment is a capital allocation decision, most teams just don’t call it that.

I’m kicking off a 3-part series on capital allocation for founders, operators, and finance leaders with a simple question:

 ➡️ Will the next $1 you deploy become worth more than $1?

Series overview
Part 1: defines the core concept + the math
Part 2: where capital goes + how to measure whether it’s working
Part 3: AIMS framework for communicating allocation decisions to management teams and your board

Part 1 (attached here) lays the practical foundation:
🔹 The $1 invested test and ROIIC vs. hurdle rates (scoreboard vs. decision lens)
🔹 A lightweight “investment brief” to evaluate bets (GROW / BUILD / BUY)
🔹 The small metric toolkit that translates finance into operating decisions (NPV / payback / ROIIC / incremental margin)
🔹 Early-stage proxies when DCF inputs are unknowable (burn multiple + revenue quality)
🔹 Operator “vital signs” to spot drift early (profit engine, leverage, cash conversion, optics)

Series Roadmap
✔️ This series (Parts 1–3): breadth-first. shared, lightweight framework to define value creation, choose decision-grade metrics, and communicate tradeoffs clearly
✔️ Next series: depth-first. momentum drivers + operational decisions that need near real-time measurement to spot drift early and course-correct fast

Read Part 1 here and Part 2 and 3 on substack.

Next Series will be out next week.

💰 What’s one bet you’re funding right now, and how will you prove it’s working? 6
- Reid Christian CRV
 • 19K followers Founder FOMO - how to navigate becoming an AI-native company

We are doing something about it here at CRV, bringing leading speakers from AI-native for our founders

We have speakers from each of these orgs:
Sales
Marketing
CS
Finance
EPD orgs
No vendors, just hands on keyboard work, the ones who are building truly internal agents

Everyone has built their SDR agent, many have made strides in engineering, but who is innovating in recruiting? (again no vendors)

If anyone has suggestions of Recruiting orgs that have built homegrown agents please dm!

This is a CRV EXCLUSIVE event for our founders in SF in May 41 5 Comments
- Arteen Arabshahi Fika Ventures
 • 10K followers SF VC Takeaway #2: Pricing expectations, performance bars, and what’s actually getting funded.

One theme that came up repeatedly in SF was how far pricing expectations and performance bars have shifted, even compared to just a few years ago.

A few things investors kept anchoring to:
1️⃣ Median Series A valuations are higher than their 2021 peaks, but fewer of them are getting done.
2️⃣ Capital is being concentrated into fewer and fewer companies (and lots of capital!)
3️⃣ “Good” progress is no longer enough and the bar for standout performance has moved in an AI-native world

So what does “top performance” mean right now? One investor told me that top quartile seed companies in their portfolio are going from $0 to $2M in ARR in <12 months.

Outside of pure traction numbers, a few other themes that came up to describe "top performance":
📈 Explosive early revenue ramps (or a very credible path to them)
📊 Strong velocity and momentum for 2 quarters in a row, even if the baseline is small.
🚀 Clear signals of category leadership, not just product-market fit. Sometimes shown by either domain expertise, speed of product optimization, or by lack of competition in the category.

This creates a counterintuitive dynamic where it can be easier to fund a company with strong pedigrees in a hot space and no traction yet than a company that went from 0 to $1M ARR at what used to be considered a rapid pace.

Pricing today is driven by trajectories, not moments in time. We used to say investors invest in lines not points; I think that's more true than ever now because crossing certain milestones doesn't carry as much influence as it once did.

Finally, investors still say that valuation matters, but many of them are acting differently. Pace and belief in category-defining companies really sets the price; while slower growth gets scrutinized rather than discounted.

One silver lining in the camp of durable growth: Series A rounds are happening so fast that many companies don’t yet have meaningful history of retention data. Large bets are being made on velocity before the durability is proven. Several investors told me the same thing: we may soon swing back to a market where retention, not growth, becomes the defining metric. Let's hope so.

I'll share my third SF VC takeaway tomorrow! 59 7 Comments
- Tom Carter 3K followers What is different this time re VC? One thing is we are getting calls from early investors for liquidity on companies who have yet to establish the first phase of gross margin let alone operating margins, let alone a demonstrated ability to be a compounder for public equity shareholders. That's not to say things are not working. Everything but price discovery and liquidity is working. What is your take? I'll offer that 2027 could be a big year for M&A in terms of quantity of assignments for the banks. 4
- Keval Desai SHAKTI
 • 12K followers - Can we scale the startup funnel by funding more companies at the top and expect more companies to emerge at the bottom as category leaders?
- How can one identify whether a founder will scale from inception through an IPO?
- Can small & big (funds) co-exist or has VC changed forever?

The great folks at Uncovered Media shared our conversation on these topics & more on their recent podcast. If you get a chance to listen (link below), please share your thoughts as well.

Thank you Sean Lindy Brandy Whalen & team!

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- Peter D. "You are never too old for…
 • 89 followers very interesting...of course, "managing" investees through the life cycle as an (a lead) investor is likely to make a big difference in returns. Measuring that VC competence and difference factors might be challenging, but should naturally distinguish superior players.
- Apoorv Gautam Atomic Capital
 • 39K followers At Atomic Capital, we partner with founders who are willing to take audacious bets and who value building alongside an Operating VC. For us, capital is just the starting point. The real work begins post-investment - sharpening distribution, tightening unit economics, strengthening supply chains and building long-term brand moats.

We are a conviction-led fund and don’t rely on external validation to make decisions. If something makes structural and fundamental sense to us, we move with clarity and speed. In this case, we issued a term sheet within a week of our first call. Interestingly, we learned that several investor responses followed soon after.

We are building for India’s consumer story for 2030 and we believe pet parents will be a meaningful driver of discretionary spends. Post-Covid, first-time pet adoption surged across urban households, accelerating the shift from pet ownership to pet parenting. We had been actively looking for exposure in this category and are elated to announce that we recently led Benny's Bowl’s $1.4M Pre-Series A round.

Here are a few things that stood out for us:
1. India’s Pet Parenting Shift is structural: India’s pet nutrition market is compounding at 15-20% YoY, with premium and functional segments growing even faster. Urban pet parents are prioritising ingredient transparency, clinical validation and long-term health outcomes. The category remains underpenetrated and trust-led brands will define it.
2. Community-Led Distribution: Petfed’s 2L+ pet parent base gives the team direct access to a deeply engaged audience, strengthening both reach and product feedback loops.
3. Strong Customer love: Over 80% of revenue is repeat-driven, signalling strong product-market fit. Margins are strengthening as the business grows without sacrificing economic discipline.
4. Early Traction Across Channels: Pet food is a replenishment category - availability drives retention. Despite limited distribution, Benny’s Bowl has built strong traction across D2C, marketplaces and quick commerce, positioning the brand for success.
5. Founder alignment from Day One: Akshay Gupta immediately aligned with our partnership-led approach to company building. That shared philosophy made the decision straightforward.
6. Team Built for Scale: The core team led by Snehashish on Growth and Parimal on Operations is structured to scale Benny’s Bowl to a ₹100-200 Cr brand in less than 18 months.
7. Clear NPD Roadmap: Fresh meals built the initial wedge. Expansion into cat food, dry formats, supplements and functional SKUs will unlock a significantly larger share of the pet’s bowl.

We’re excited to partner with Akshay and team to serve the evolving needs of India’s new-age pet parents and raise the bar on pet nutrition. Pet nutrition in India is just getting started and we believe Benny’s Bowl is building the right foundation for the next decade.

Atomic Capital Akshay Gupta Shivangi Goyal Nikhil Patil Manish Jain Benny's Bowl 136 3 Comments
- Abdelkader (Abdel) Y. 1004 Venture Partners
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A partner champions your deal, takes the board seat and builds conviction internally.

Then they leave the fund.

The fund remains on your cap table. The conviction may not.

That can affect follow-on reserves, bridge support, board dynamics, introductions and how strongly your company is defended inside the partnership.

Founders diligence the fund. They should also diligence key-person risk.

Before signing, understand:

Who owns the relationship beyond your deal champion?

What happens to the board seat if they leave?

Who controls follow-on and reserve decisions?

Build relationships with more than one partner before you need them.

Capital belongs to the fund. Conviction often belongs to the person.

NUK!

#VentureCapital #Founders #Fundraising #Startups 47

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