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"Fundings, VCs, News, Podcasts, Data, and (brief) analysis on the technology changing our built world" verticaltech.substack.com

  1. Oct 23

    How I Am Building This - Ep #2 feat. Andrea Taylor of Livsee

    Series: How I Am Building This Show Notes Summary: Hosted by Matt Knight, this series is back by popular demand - How I Am Building This. Episode #2 features Andrea Taylor, Founder & CEO - Livsee. Andrea opens up about her path from innovation roles at Morgan Properties, Waterton Residential, and Village Green to launching Livsee in 2025, to address rising rents, soft occupancy, and leasing labor challenges. Check out Episode #1 with Dana Dunford here. Special mentions * Company:  Livsee, Morgan Properties, Waterton Residential, Village Green, RealPage, Claude, Astro. Transcript (Disclaimer: Please be advised that this transcript may contain unintentionally confusing, inaccurate, and/or amusing transcription errors.) [00:00:00] Matt Knight: Hey guys, this is a new episode to share with you with Andrea Taylor. I really like her perspective coming from Morgan Properties and now to her own startup. She’s in AI, she’s fundraising. So just thought it would be a unique perspective, especially if you’re a founder out there, a female founder. She’s really got good insights on making the transition from the owner to the startup side. So hope you enjoy this time with Andrea, and, let me know how you like it. Matt Knight: All right. Thanks for being here, friend. I appreciate you taking the time. Glad to have you with us, and I try to do intros, but I’m so bad at them, that I would love for you, if you don’t mind, do yours, and I’ll and then we’ll dig into what you’re building and how it’s going. I’d love to start with either Morgan [00:01:00] or before Morgan, but kinda walk us through kinda how you got to where you are, if you don’t mind. Andrea Taylor: Sounds good. First, thanks for having me, Matt. Excited to be on the pod. My name is Andrea Taylor. I am the founder and CEO of Livsi. We are an agentic AI platform that follows up with prospects and renters, but then we operationalize the chat data into pricing and OPEX, CapEx recommendations, operational recommendations for our multifamily partners which yields more leases, right? Actually listening to what’s happening on the ground. Prior to starting this company, I was with Morgan Properties for several years doing innovation, ancillary services. Prior to that, I was with a group called Waterton Residential out of Chicago. And prior to that, I was with a company called Village Green. And all three roles were similar in the sense that we were doing innovation, figuring out how do we roll out complicated technology into these and fairly risk-averse environments, right? How do you get 100,000 smart locks on these [00:02:00] doors without making sure they don’t all open at the same time, or that the batteries don’t you know, all melt or whatever it is, right? You’re always planning for for the, for risk. And I think that’s really fair because people live in these buildings, and you wanna make sure that they’re well taken care of, which is why I think the industry is so great and I wanted to stay because there’s something really civic about it. So that’s my background, my story, and then in 2025, I launched Livsi because I saw a problem, which is occupancy was down, rents were up, and how could we solve that using the AI that we now all have at our fingertips? Matt Knight: I didn’t know you were at Waterton. That’s, I forgot that. Andrea Taylor: I am. Matt Knight: Tell me about what spurred the move. Before we get into, I kinda wanna get into how the company works and what Livesey is specifically. But tell me what, you’re at Morgan, everybody everywhere is pitching you on all this tech, and, “My smart locks are better than that guy’s smart locks.” Tell us what kind of got you to the founder side of the table. Andrea Taylor: Yeah. I think I was always [00:03:00] fairly entrepreneurial or, at that time, intrapreneurial trying new things and looking at the ROI, against those things. And really what spurred it was a couple of things. One is that I was vetting startups frequently and seeing what was on the market and how technology worked. And, I think something that I wanted to bring to my startup or something I would try to impart on others is that you don’t wanna solve too small of a problem, right? Even if there’s value in it, if it’s just 1% or one iota of the value, then it’s not always worth worth the rollout. And I think people can underestimate how well multifamily does, right? These properties, no matter what asset class they’re in, they can be very lucrative assets. And you really wanna make sure that it’s not an oversimplified solution. That was one thing, and then I was studying the landscape. But when it really hit me was end of ‘24 when I realized rent was outpacing inflation 37%. There was a lot of scrutiny from the regulatory [00:04:00] powers that be around rent. And, even at Morgan Properties, I was balancing, millions of dollars in amenity fees versus, much more than that in rent, and just trying to figure out what is this magic number. And so- What I noticed is there were a couple things that we could do, which was reach out and maximize, reach out to all of our leads, right? You’ve got leasing, you’ve got, for many years it’s been about a 50% turnover in leasing. So even if you’re training and incentivizing and all of that, people still leave. And there’s there’s a lot of layers to this, right? When you look at a labor shortage, does somebody wanna be a leasing agent and deal with the problems that come with just inherently of someone, of dealing with 300 units, like a dog bite from a, to a fire, to a pipe breaking or whatever that is, or do you wanna drive Uber, right? And so you have to think about, competing for talent for in that kind of environment. So meet AI, right? Like now we can finally utilize that. And we’ve got customers where maybe we’re reaching out to 1,000 people and 900 answer, [00:05:00] or 900 don’t answer, 100 do. That’s great. Let AI reach out to 900 people that don’t care, and let’s surface the great ones, to the site team. So I say that we’re not really cutting down on on headcount as much as they’re, we’re providing more value and really optimizing them. And the second piece was that when you look at rent, when rent’s going up you can see concessions all over the place. There was just an article that came out that rent went up 2% nationally, yet 40% of apartments, and this is today, not when I started the company, are offering concessions. So how do we balance that? And that’s when Livvi’s proprietary pricing models come into place. So really what, I was entrepreneurial anyway, and then I came into my own with that, and I was really inspired to start Livvi when I was looking at the balance between rent and occupancy Matt Knight: Okay. Lots of interesting concepts in there, but one of the ones I wanna start with was you talked about problem sizing, and I don’t wanna, I don’t wanna put words in your mouth, but is it fair to say that having done Morgan and having done Waterton, you had a sense for what a big [00:06:00] problem is? Maybe if you’re coming from tech or Apple or Tesla or some tech company and you’re getting into, you got upset with how your leasing was, your apartment, you’re gonna be a prop tech founder, right? You probably know the tech stuff well, but you may not know the real estate operations and hierarchy as well. So is that... am I reaching too far to say that your time at Morgan and Waterton and Village Green sort of taught you hierarchy of problems and what a big problem actually looks like? Andrea Taylor: Absolutely. 100% that’s true. And I think multifamily is incredibly nuanced, right? Because you’ve got re- renters, people who live in the homes. You’ve got people who work at these buildings. You’ve got an entire corporate structure that’s figuring out do they do value add to their buying and selling buildings. And there’s a lot of layers to it, and it’s not always this, product A will make you more money, so you should buy it. That’s oversimplifi- oversimplifying it. ‘Cause if … This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit verticaltech.substack.com/subscribe

  2. Sep 4

    Into the FIRE: Ep #7 with Dan French

    Series: Into the FIRE. Show Notes Summary: Into the FIRE with Stephanie Gubiotti, Advisor - Foundation for Innovation in Real Estate (FIRE) and Daniel French, CEO - Northpoint, on Dan’s journey, scaling Northpoint, SFR vs. Multifamily, Small BTR, and AI’s Future in Property Management. Special mentions * Company:  Northpoint, ResProp Management, AppFolio, Zillow, PARCL, Hello Data. * Events: Blueprint. Transcript (Disclaimer: Please be advised that this transcript may contain unintentionally confusing, inaccurate, and/or amusing transcription errors.) [00:00:00] Stephanie Gubiotti: All right. Welcome to another episode of Into the FIRE. I’m Stephanie Gubiotti with Foundation for Innovation in Real Estate. And today I’m super excited, we have Dan French, the CEO of Northpoint Asset Management, and a member of FIRE’s emerging manager community. So at FIRE when we talk about our emerging managers, or we refer to them as EMs, we’re talking about the next generation of real estate owners, investors, developers, fund managers who are building and scaling investment platforms. And our community brings together these leaders to build relationships, share ideas, create connection across the broader real estate system. And Dan brings a really interesting perspective to our community. His career spans real estate investment, operations, and property management, and he has recently stepped into the CEO role at Northpoint. So today we’re gonna talk about Dan’s career journey and what he and the team are building and what he’s seeing across the industry. So [00:01:00] Dan, thank you so much for being here with me. Daniel French: Stephanie, my pleasure. A huge fan of you of your work of Matt Knights, what you guys are achieving at FIRE. I think it’s great for the the industry and great for people that you’re serving. So it’s... Yeah, it’s great to be here. Stephanie Gubiotti: Awesome. So tell me a little bit about how you first got into real estate and what ultimately got you in with Northpoint. Daniel French: Yeah. That was 20 years ago in my brain I’m still 28, but I’m 45 now. So I was investing in in real estate with a small partnership two people that I actually grew up with, and that was about 2004, 2005. We started buying our first small assets. At that time, I thought it was really a big... It was a big deal, for me coming from a working class background. We’re... So we’re buying duplexes and four-unit buildings, and before you knew it, we had 25 or 30 of those. And and we had our... A little portfolio. And so it was going well until it went really [00:02:00] badly, and that was that was the GFC, right? The Great Recession hit us super hard. We’re almost like the poster children for everything you shouldn’t do. Yeah. And so learned a lot of lessons. Learned how to pick your market, learned how to be more downside protected, learned about leverage in real estate and how that can really go against you very fast. Just learned how to operate. So slept in vacant homes after. We wound up taking over property management of those deals because our property managers were so ill-equipped. They, the reporting was terrible. The accounting and bookkeeping was nonexistent. There was fraud and stealing and, just a lot of just bad behavior. So we wound up taking things right over. So I know real estate from the ground up, leasing maintenance, vendor coordination CapEx construction work, handling all that. Even standing for eviction, which is a really sad reality of of property management, residential property management, but it does happen. So I’ve done all that in my past and the... Let me fast-forward here, Stephanie, but the, the, the happier part of my career [00:03:00] came afterward, and that was in 2011. I joined a team as a partner. So it was a, a vertically integrated shop that bought $2 billion of assets across Florida and Texas, and that was that was a really great trade. Obviously I was on the right side of the great financial crisis, and we did very well for our investors and for our our partners, and it was super fun to, to help build that team. I became CEO in 2016 and was there till ‘24 We did a lot of different things. We actually pivoted that business and turned it into a third-party operation as well, where we had massive growth and great success. And then it was just time for me to have a, what I call a glorious exit, and I went on a journey, and that’s when I first really started speaking to you as well, and getting a friendship started with you, and I was exploring different things. And one of those things was private equity. The attention that they were paying to the property management space was really intriguing to me. I think for far too long operations has had not really a seat at the table. And so now [00:04:00] with all this really huge, billion-dollar funds that are coming after the private e- the private equity groups that are coming after property management I really dove into that and sought to understand it and became an operating advisor with one of those groups. And that’s how I came to Northpoint was through my network. So Northpoint is private equity backed. And we’re, historically been a, a single-family rental property management business, but now we’re opening up to multifamily, BTR. And that’s a really long intro, Stephanie, so I’m gonna pause right there. But that is my entire background, and I hope that’s helpful for anyone who’s listening, and it frames it up a little bit for whichever way you wanna go. Stephanie Gubiotti: Yeah. That’s awesome. That’s awesome. So I know before we started recording on this, we were talking a little bit about the differences between single family and multifamily and what you’ve noticed. And really just overall, SFR, BTR, BDR, all of the things, right? Daniel French: Everything. Stephanie Gubiotti: Yeah. [00:05:00] Everything. So what’s one thing that one area has really gotten right that the other hasn’t? Do you see anything in the SFR space? Daniel French: I see a lot. One of the things that attracted me to SFR and I don’t wanna talk down to the folks in the SFR space. They’re amazing. They’re very warm. They welcomed me with with open arms. But in reality when we think of the professional management of it as an asset class and national scale, multifamily has decades of experience more, than SFR. So it’s been around as a professionally managed asset class for far longer. And SFR really emerged out of, the great financial crisis. So afterward in 2010 and going forward, you had the waypoints, the invitation homes, and the progress, and Amherst, and all these different groups that proved you can do it at national scale. But but what I see is that in multifamily the, the rigor from a financial reporting standpoint, at least in the third party space, is much [00:06:00] more disciplined. It’s more, much more well built out. Does that make sense? Like, how you report to owners the, the asset management work you have to do, the budgeting, the CapEx program you have to show. That’s much more... The expectation level’s way higher. Do you know what I mean? Stephanie Gubiotti: Yeah, totally. When you’re dealing with differences in, multifamily assets can be incredibly expensive and there can be a- Very large volume of investment going into that. And, when you’re talking SFR, it’s typically, just much lower much lower stakes, if you will if you’re just doing a one-off Daniel French: Yeah, exactly. Exactly right. And I look at it actually my mental model now is that there’s a B2B channel in SFR, and there’s a B2C channel, right? The B2C, business to consumer that’s really the retail channel when you serve a one-off investor that might own, let’s say, one to three properties. And oftentimes they don’t live near that property, [00:07:00] right? Think about someone who lives in, I don’t know, New York or Boston and has purchased a property in Columbus a single-family rental property. Oftentimes they’re like a cash flow investor, so as long as the asset’s… This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit verticaltech.substack.com/subscribe

  3. Aug 11

    The Alpha GP: Ep #1 featuring Dwight Dunton of Bonaventure

    Series: The Alpha GP Show Notes Summary: A deep dive with Dwight Dunton of Bonaventure. Special mentions * Company: Fannie Mae, HUD, Verizon, AT&T, Comcast, Gemini, Grok, Claude, OpenAI, Amazon, Azure (Microsoft), and Google. * People: Eric Sharpe. Transcript (Disclaimer: Please be advised that this transcript may contain unintentionally confusing, inaccurate, and/or amusing transcription errors.) [00:00:00] Matt Knight: Hey guys, kicking off a new series here around innovative and interesting GPs or deal sponsors. People that are fundless sponsors or have a fund and are investing in property around the US and around the world really, that are doing things in a unique, innovative, or maybe just a paranoid way where they think AI’s gonna take their job. And so this first one, we’re gonna have Dwight from Bonaventure. He is in the DC area. Their portfolio, I’ll let him tell you about. But we don’t even talk about AI till two-thirds of the way into it. So just know we talk about lots of other stuff. But this is Dwight from Bonaventure talking about their take on innovation and tech strategy. Hope you enjoy Matt Knight: All [00:01:00] right, Dwight. Glad to have you here, man. Excited to get to know you a little better and have you on the podcast. Thank you for being here. And I think it’s always smart to start with where’d you come from? What is Bonaventure? How did it get started? How long have you guys been around? Give us the key stats, and then we can start chasing rabbits. Dwight Dunton: Yeah. Matt, so excited to be here. Thanks for the invitation. Bonaventure got started because we needed to solve a complex real estate problem. Our family was fortunate to own a piece of a building from the 1960s. Our partners became a huge REIT, and they one day in 1999 told us the property was in a C location and needed $5 million of capital improvements just to keep the lights on, and we didn’t have $5 million. And so that was the birth of Bonaventure, and the rest is history Matt Knight: What’s Dwight Dunton: that lead you Matt Knight: to now? I was gonna say, what’s the portfolio look like Dwight Dunton: and where- yeah. So that, over the last 25 years, what started off as helping one family, our family, has now grown to [00:02:00] about 500 families who are all trying to build long-term wealth. We help them. We have five platforms, about 400 employees, $3 billion of assets under management. So it’s go- grown a lot from that humble beginning. Matt Knight: And you say asset preservation, I think evergreen funds and REITs that are doing dividends. What’s the structure look like? It sounds like it started as a fundless sponsor, but I think you have REITs now. Walk us through if we were to give you capital, what does Dwight Dunton: that look like? Yeah. So I think our kind of investment thesis across all of our different products is that housing is broken in the United States, that where people want to live and the ability to produce housing are disconnected. And from there you have the real estate cycle and the economic cycle creating opportunities, and we seize those opportunities through a variety of different wrappers because we understand that each investor needs slightly different things. So that could be a single asset investment, that could be a development deal, that [00:03:00] could be an OZ fund, it could be, as you mentioned, a perpetual life REIT. We have a REIT that has about $1.3 billion of assets in it. And so again, it’s all about creating alignment around the economic opportunity and helping connect that capital to investors who are building for long-term wealth to afford their long-term dreams. Matt Knight: One of the things I’ve heard about you from our mutual friend Eric, is you have this ability to think from first principles. Like just because something was done one way doesn’t mean we have to do it that way. And so I’ve, one, I’m curious if you think of yourself and your firm that way, and then two, if so, give us an example of that, something that kind of other people may not do or just take for granted that you guys have reimagined. Dwight Dunton: Yeah. I think that’s a good description, but I don’t know that it started off that way. It was simply, I didn’t have any real estate experience when I started the firm, which is crazy to be 25 years old and buy a 378 unit apartment complex, convince Fannie Mae to lend me, I think it was 17 million, and let me start a property [00:04:00] management company. So I, I had no perspective on this is how we do it or you can’t do that because I had no experience. And we brought that forward, which is we challenged everything. When somebody says, “You can’t do that,” we’d really step back and ask why and really get to the root of it, and have found that so many industry conventions were brought about for one good reason, but then have been misapplied for years and years. And so for instance, we became one of the largest borrowers with HUD, and we would go to conferences and people say, “Why would you waste time with HUD? It takes so long.” It takes slightly longer, doesn’t take so long, and if you run it concurrently with your zoning and entitlements and getting your plans done and your permits, it actually adds no time whatsoever. And so the end result is most people have avoided HUD because it, quote, “takes too long.” We found it’s about the same amount of time, but we got these amazing outcomes, which are loans that have l- are gonna last for 40 years. [00:05:00] We reduced our interest rate risk. We had no personal guarantees. And so that’s a, just a simple example of we challenged the convention conventional wisdom of everybody that, quote, “knows what they’re doing in development” and said, “Avoid HUD at all costs.” Matt Knight: Yeah, I don’t think you know this about me. My first job out of college was lending HUD money, doing the 223and 221(4). So I was- Dwight Dunton: Ah. Matt Knight: I was baffled like you, where it’s like, “Look how cheap these rates are. Look at the amortization.” These are... This is great debt, and people are like, “Eh.” Yeah. Dwight Dunton: Well- Matt Knight: “Okay, whatever you want.” Dwight Dunton: And so I... Good for you. You get it. I think what I discovered, because I’m like, people are fairly rational. It seems overly convenient to say it’s too hard. What I figured out was that most people’s business plan in multifamily development is they build buildings, collect fees, and they collect lottery tickets, and those lottery tickets take the form of promotes, and the key is to scratch it off as quickly as possible to see if it has value. If it doesn’t, you move on to the next deal. [00:06:00] And HUD is not compatible with that because there’s the prepayment penalty for 10 years. And so if you’re in the business of collecting fees and lottery tickets, HUD is definitely not the ideal choice. And and that sounds really self-serving to say that to an LP of why you said, I won’t do a HUD loan,” but it sounds way more convenient to an LP to go, “Hey it just takes too long,” versus, “It’s not in the pr- the sponsor’s economic best interest.” That’s what I discovered as to why people have just continued to throw out this misunderstanding that it, quote, “takes too long.” Matt Knight: Yeah. I think that’s fair. And I think there’s another example you guys have of first principles where you were looking at tenants and their experience with internet service providers, and you guys have built something around that, correct? Dwight Dunton: Yeah. That is a great example. So I was walking one of our properties and, I walk behind the buildings, through the buildings. I wanna see everything. I just don’t want the tour that the staff has decided to prepare for the CEO ‘cause our staff [00:07:00] is awesome, and there’s always something that can be improved, and I wanna help discover that ‘cause they’re there every day, and they might miss something. So one day I was walking at one of our properties, and I saw the side of the… This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit verticaltech.substack.com/subscribe

  4. Jul 30

    Into the FIRE: Ep #6 with Stephanie Gubiotti

    Series: Into the FIRE. Show Notes Summary: Into the FIRE with Stephanie Gubiotti, Advisor - Foundation for Innovation in Real Estate (FIRE) and the 2026 Academia Calendar, the next Emerging Manager call, fall events, and FIRE Summit 2027. Special mentions * Company:  RealPage, Cherre, Burns Management, Inman, FIRE, Magic Leap, Oculus (now Meta Quest), Apple. * Events: RealWorld, Blueprint, CREtech, OPTECH, RETCON, HIS, FIRE Summit, * RETTC. * People: Bruce Lohman, Michael Beckerman, Peter Rosecrans, Martin Kelly, Anne Hollander,  Paul McCartney. * Universities: Notre Dame, Harvard, MIT, UC Berkeley, Stanford, Emory, UGA, OSU, Princeton. Transcript (Disclaimer: Please be advised that this transcript may contain unintentionally confusing, inaccurate, and/or amusing transcription errors.) [00:00:00] Matt Knight: So first, let me apologize that this podcast is a bit all over the place, but Steph and I get on tangents, and we just keep going because... In our defense, we have a lot happening this fall, and fall is our busiest season. So another episode of Into the Fire with me and Steph, but just understand we will have more to come in the fall with more names and more specifics. But this will give you a bit of an idea of what’s happening, where we’re going, and if you wanna get involved, you wanna help, you wanna support, or you wanna just see us, hit us up ‘cause we’re always down to connect. Enjoy it Matt Knight: We’re looking at fall, planning our trips. Fall tends to be crazy. I don’t know how much you remember from last year, but fall is just bonkers. So [00:01:00] probably good to talk about what’s coming up, what we have planned, and curious how you’re feeling about it here sitting here in year two Stephanie Gubiotti: first, fall is my favorite season. It’s the best, and I’m really excited to get on campus this fall, connect with students. Yes, it’s a busy time, but it’s also really fun, and I enjoy being able to have those bursts of busy. So for me, it’s nice to have this really busy part that we’ll be having for a little bit, and then we’ll get into the lull of the holidays, and then we’ll pick back up again and early next year as well. Matt Knight: I’m into that. And, I’ll just add in for campus, it looks like Cal and Stanford are gonna happen. It looks like MIT and Harvard are gonna happen. Looks like Emory and UGA are gonna happen. And other than that, it’s a bunch of maybes. Do you have an update on OSU, or is that still TBD? Stephanie Gubiotti: OSU is still [00:02:00] TBD. They’re redoing a lot of their programming, so we’re waiting to finalize schedules. So as soon as they get back to us, we can lock in on some of these things. Matt Knight: Yep, and Notre Dame’s out there. Shout out to Bruce if you’re listening. Princeton’s out there. Shout out to Chase if you’re listening. So there’s a bunch. We have, I don’t know, a dozen now schools that are in our radar. And if you’re listening to this, I think w- what you should know is we have free tickets to all these events in the fall for these students, up to a certain number. So if you’re interested in coming, if you’re a student or if you know a student, send them our way ‘cause we have cohorts coming and we can do things with them, and, hopefully they’re over 21. But if not, we’ll figure out something anyway. But, that’s sort of academia for me this fall is a blitzkrieg of basically October events on campus Stephanie Gubiotti: Yeah, it is convenient with CREtech being in New York though, so, I’m hoping that we’ll be able to get a good turnout from our student population there. You know, they’ve been very, very generous [00:03:00] with giving us a large portion of ticket allocation for students. So, if you’re a student specifically and able to get to the New York area, let us know. Matt Knight: Yeah, if there’s anyone who cares more about students than us, it’s Beckerman, so shout out to Michael and his team at CREtech, ‘cause they do a great job. Stephanie Gubiotti: Yep. Matt Knight: But speaking of events, we got, Real World coming up in a few weeks. We got Blueprint, CREtech, and Optech in that order, and have all kinds of programming around both, right? Stephanie Gubiotti: Yeah, yeah. I’m excited for you to experience your first Real World or your first software conference for a PMS, so it’ll be fun. Matt Knight: If you say so. I, I’m, I am intrigued enough to fly there and spend my money on it. How about that? I’ve- I’ll see how it goes. Yeah. And I’m excited about RealPage. I think RealPage is doing... I think RealPage is trying really hard to do some cool things, and I think the jury is out on what they will or won’t do, but I love where they’re going. I love that they’re making an effort, you know? And there’s a lot of companies that can, [00:04:00] just be big, and I don’t think Dirk and his team, are satisfied with that. I think they really wanna push the envelope, and I respect that. That’s not an easy thing to do with a company RealPage’s size. So I’m... I was being glib earlier. I am interested in going. Stephanie Gubiotti: Yeah, I think it’s gonna be great. I also... They have some really interesting speakers lined up, and I, I also think their acquisition of Cherre is really fascinating. So anyway, I agree they’re doing cool things. And after that, we’ve got Blueprint, where we’re working with Martin and the Inman team to put together some programming there. We’ll be doing some tours, working on some really fun stuff for our group. Let’s see. Next week coming up soon we’ve got our next emerging manager call, which is super exciting. We should have a pretty good turnout for that one. We continue to grow and scale that group, which is also great. Matt Knight: Yep. Peter Rosecrans of Burns Management out of New York is gonna be our guest speaker, and I’ve personally spoken to a dozen of our EMs in the last week, [00:05:00] and many of them will be on, ‘cause we have lots of new things we’re doing with them. So that’s, that is, seems to be accelerating more than any of our programs. Our EM program is really picking up, I think. Stephanie Gubiotti: Yeah, I think there’s just such a need for people, especially those small to mid-size operators who really need that level of guidance and support, and just somebody to say, “Hey, don’t spend your precious limited resources trying to solve a problem that we’ve already solved.” So Matt Knight: Amen to that. Maybe it’s worth updating that I’ve been spending time on comparative tech stacks, just putting people’s tech stacks into a document and saying, “Here’s my PMS, here’s my back office, here’s my tenant screening,” and just showing to where we can compare and contrast and have them compare notes and people that have the same back office or, you know, overlaps or... What’s interesting to me as I’ve started doing this is seeing where AI is replacing vendors. Because a lot of the ones, you’ve seen this, a lot of the ones I’ve started stacking have 40-plus vendors. Yep. And I [00:06:00] wonder if they’re... But a- academically, you wonder if there’s some steady state where we get down to 15 vendors and they’re all AI native and they all do, you know, half a dozen things well. I mean, that’s kind of in the PMS playbook for 20 years, right? Stephanie Gubiotti: Yeah. Yeah, I think so. Matt Knight: Yeah. So anyway, that’s EMs. And like Stephanie said, there’s a lot. We have private tours at these shows. We’re gonna have happy hours. Got some custom intros I know I need to make, but it’s gonna be... We roll out the red carpet at these events, ‘cause there’s only, three of them in the fall, and- Yep Maybe RETCON and HIS in the spring. So it’s not a ton of events we do this at, but since everybody’s gonna be there, it just is a great way to, to concentrate everyone in one place for 48 hours, and then we all go back to doing our day jobs. Stephanie Gubiotti: Yeah. Do you wanna talk about some of our Fire City tours that we’ve been chatting about doing? Matt Knight: Sure. Go for it. Stephanie Gubiotti: So… This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit verticaltech.substack.com/subscribe

  5. Jul 21

    PropTech Chatter Ep #11 - featuring Dom Beveridge of 20for20

    Series: PropTech Chatter. Show Notes Summary: A deep dive with Dom Beveridge of 20for20 on the three most valuable events this Spring for ConTech. Special mentions * Company: FIRE, PropTech Angel Group (PTAG), John Deere, * People: Steve Lefkovits. * Events: AIM, CES, RETCON, FIRE Summit, Blueprint, CRETech, RealComm, OPTECH, Apartmentalize, NMHC, FLEX Conference. Transcript (Disclaimer: Please be advised that this transcript may contain unintentionally confusing, inaccurate, and/or amusing transcription errors.) [00:00:00] Matt Knight: Hey, guys. Matt here. Another podcast episode, this time with my friend Dom, whose accent is much better than mine. But we’re talking about events. I thought this was timely to reflect this summer on what happens in the spring as we look forward to the fall, and he’s got a really interesting take on it that, is a perspective I don’t have. So listen to this 15 or so minutes of me and Dom waxing on spring and other events Matt Knight: All right, Dom. Thanks for being here, man. I appreciate the time. I know we saw each other a bit this spring, but I thought it’d be good this summer to reflect back on spring events in real estate construction tech and kinda talk about why those matter. How does that sound to you? Dom Beveridge: Sounds great. Thanks for [00:01:00] having me. Matt Knight: Yeah, man, I think this is important. If you’re young or you’re starting up a startup or you’re new to the space or maybe a student, I think it’s good context because, all of us have limited budget most of us have limited budgets, and so knowing which events are for whom and what they’ve... how you can benefit from them and who they’re targeted towards and who shows up I think is super useful, unless you disagree with that Dom Beveridge: No, I I agree completely. I I have quite a lot of conversations about that very thing as well. Matt Knight: And maybe a good place to start is maybe run us through your spring lineup of events, and then I’ll go through mine, and we can talk about overlap and maybe reflect on what each one maybe strengths and weaknesses for the ones and where we think they’re best fit. Dom Beveridge: Yeah. I tend to ration myself to events that I speak at, right? So I’ll usually go to some number of client conferences or, y- just user conferences for companies that I work with. And for the most part, I try [00:02:00] to focus on the public events, the commercial events that where there’s an opportunity to speak, to develop some content and so on. And my... the first sort of big public event I do each year is usually AIM. AIM is a really interesting show. It’s been growing for quite a while. Very, a very tried and tested formula. It, it built its reputation around marketing, but for the last few years, it’s been growing its executive presence quite impressively. They had a really good attendance this year, very interesting audience. And yeah they try to... steve Lefkowitz is the, probably the best curator at event content in the industry. He really pushes to have kind of very current kind of stuff. He wants he wants whatever is new in the industry to be on the stage at his show. And yeah, he’s built a community around that that event. So it it’s fun. It’s a great place to go connect, but it’s also got quite a commitment to [00:03:00] learning about it, and so I like it for those reasons Matt Knight: Yeah, I I’ve spoken at AIM, and I think very highly of Lefkoe and Dennis. And I wanna come back to AIM ‘cause it’s... you mentioned something that I’ve had a suspicion about for a while. But for me, I’m similar in that I tend to filter for things where I either have a direct speaking or content line or I have something unique that I can add to it, versus just I need to go to Vegas again. I don’t have time for that. But on the other hand, I do have things I go to where I’m trying to discover. With what I do with the foundation, I go to CES every year because I wanna see what’s happening in consumer electronics, ‘cause a lot of B2B companies are there and selling their hardware. A lot of countries come to that, and here’s what’s innovation in Germany and Denmark and Korea. And so I do CES in Vegas every January just to see what’s even possible in the world of technology, and then it’s my job to bring it back to the real estate and construction industries. And then the very next month, there’s one called IBS, the International [00:04:00] Builder Show, which is a very similar flavor, but it’s all home building tech. And so same thing, is how can I take what the most innovative home builders and suppliers and OEMs are doing and bring it into multifamily or office or retail or hotel, right? So I do those two generally just to see what’s even possible and how I can bridge the gap between those industries and our industry. And then I also usually go to RETCON, which is a very, I would call it analogous to Blueprint and CREtech to a degree, but it’s in the spring. It’s a different company. It, it would have a similar vibe to those two, but it happens every spring. I think it was March this year. I don’t remember. But it was in Vegas again this year, and I did those three before doing my event in La Jolla right after AIM. So that’s my spring is the two where I go scout. RETCON is a down-the-fairway PropTech company, and then my event right after AIM, which is in May. Those are my four, give or take. Dom Beveridge: Yeah, no, I’ve been to RETCON before. The the problem with that show is I live in Texas, and [00:05:00] they always hold it during Texas spring break which which means it’s it’s less popular with with people from the Lone Star State. But no, I’ve been there before and and have generally good feelings about it. Matt Knight: Yeah, and with, to your point on AIM, I think the world of Lefkoe. He’s been in my angel group. He’s one of the greater minds in our space, and a great... He’s got a great voice, got a deep one. He doesn’t have your buttery British accent, but he’s got a really good speaking voice and a good presence, which I always appreciate. And I was on the board of his MICA Conference when it was in Atlanta, and when he did the FLEX Conference in SF, I went to that. So I agree with you on the top-tier, thoughtful curation of content and people. What I have hesitated is I’m not a marketing person, and of the stuff I touch, 10% of it is marketing. Top of funnel leasing strategy, website content, all of that’s great, but it’s 10% of the stuff I do. And so I’ve held off on going recently, but I’ve heard what you said is that it’s become a lot more than that, and I hear the same thing about Real Comm. But I’d love for you to expand on that a little bit where, [00:06:00] yes, the CMOs and the marketing folks come, but it’s evolved into blank. What is that blank to you? Dom Beveridge: Yeah. I’ve been going to AIM for probably about like 12 years or something like that. And so it always used to be... So when I used to sponsor it as a, when I was the CMO back in the day, like I, I used... When I used to sponsor it, I used to primarily see it as a very good sort of see and be seen kind of conference. Like it was a, there was just this big social network around the the conference. They’re not the people that ink deals if you’re a software company, but they’re but they’re people who are usually in the room when the when w- when your product is being discussed. So I had that kind of I had that kind of perspective on it, and it was worth doing for those reasons. But nowadays, like where I tend to show up at conferences basically just to network, just to keep connected with with people that I work with or who I, who at some point I will need to answer to have them answer the phone to me. That’s the big objective for me in most of [00:07:00] these conferences. What’s really happened over the last probably two or three years is that they’ve been running this C- a COO forum where they do I think like a half day of of behind closed doors meetings with a group of of operational lea… This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit verticaltech.substack.com/subscribe

  6. Jul 10

    VC Unfiltered: Ep #3 featuring Courtney Cooper of Alate Partners

    Series: VC Unfiltered Show Notes Summary: This episode of VC Unfiltered covers Founders, Investments, and ConTech Portfolios, with Courtney Cooper of Alate Partners. Special mentions * Company: Dream, VTS, Klick Health, Atticus, PadSplit, Mave, OwnRight, Unity AI, Claude, Gemini, and ChatGPT. Transcript (Disclaimer: Please be advised that this transcript may contain unintentionally confusing, inaccurate, and/or amusing transcription errors.) [00:00:00] Matt Knight: Hey guys, if you don’t already know Courtney Cooper, then shame on you. She’s awesome. I’m gonna talk to her here for a few minutes about Alate and Canadian PropTech. We’ve known each other for a minute, and she’s just working on cool things and is just a wonderful person to know. So enjoy this time with Courtney Cooper Matt Knight: All right, friend. Thanks for being here. I appreciate it. I guess you and I met more than five years ago. It’s been a while, but I’d love, if you don’t mind, can we start with who’s Courtney? What’s your background? Talk to us about Alate. What’s going on now? Let’s set the scene before we get too far down rabbit holes. Courtney Cooper: Yeah, I joined Alate in [00:01:00] 2018. So that, Alate is a vendor fund that invests in early stage prop tech in Canada and the US. Before that, I spent my whole career at the intersection of real estate and tech. I started at Dream, which is a large owner/operator developer based in Toronto, but has assets across North America and Europe. And I worked with them on a big technology overhaul. We were building some of our own software. We were implementing third-party software. And that was really when I got introduced to software development and the opportunity of technology in the industry. And then, led me I took a little bit of detour, but led me back into prop tech when I joined Alate. Matt Knight: And tell me about Dream. What’s the portfolio and scope of Dream, and how did that affect kind of what Alate did? Courtney Cooper: Yeah, so Dream is they do a little bit of everything, and what they do depends on the year that you that you’re looking at them. So they’re about 30 billion in assets right [00:02:00] now. They have, they own offices, industrial. They do, d- they do development of master plan communities. They have land, housing. They do condos. So it really kinda has spanned a bit of everything, and for me was an opportunity to learn about all aspects of real estate early on. And we were... some things we were doing, we built a y- we built a platform, an internal platform for property management and leasing, doing some of the lease workflows that VTS would do now. We were trying to bring together everything that anyone needed to know about the property. We, I helped implement some software on the home side. I think they they’ve transacted large portfolios. They’ve continued to expand the business. And so I think I was there 2011, 2012 until 2016. That was when I was initially involved with them. And then Dream is one of the co-founders and LPs of Alate, so I’ve been working with them since 2018 and seeing the business grow and change and seeing their strategy [00:03:00] on technology change. They, some of the things they built lasted. Others were cycled out and replaced with the new technology providers that had spun up since we started that initiative. And it’s been cool at Alate to actually get to invest in some of the ideas that we had in, in 2012 to 2015 when we were trying to build things ourselves. Matt Knight: Were you involved in that building of things, or were you more tangential to it, just out of curiosity? Courtney Cooper: No. I was core to it. I wasn’t a software developer or on the tech team from the start, but we did it in sort of two ways. We hired a consultant to help us do a big analysis of our processes to understand what we were doing that we didn’t need to do and how we could improve. And so we did an eight-week mapping exercise where we brought all the stakeholders together in all the different workflowsand identified what were the biggest opportunities on the process side and technology side. And so I was in all of those meetings and part of hiring the consultants and project management for that [00:04:00] process. And then we were working with one of the board members who’s the CEO of Klick Health, which is a large marketing company for healthcare and pharma, and they had built a lot of internal software. So we were working with the VP Of corporate services who ran all the operations side of it. the board member helped hire that whole team and help with the strategy, change management, project management, pitching in where there was gaps. ‘Cause as we’re building a team like a startup, there’s a lot of things to do and not people to do it. So I was a product owner on one of the products and helping really bridge the gap there. So that was really my sort of introduction to being around software development and on that team and yeah, learned a lot Matt Knight: Got it. And then, I know we have talked about this a lot off the recording, but how do you think about Alate in the pantheon of real estate construction tech, proptech funds where, is Canada, is Dream, is there a unique angle on here’s how we do it different? Because the thesis, as is we have the users of the technology as our LPs, so [00:05:00] it makes us vet and deploy better. How do you think about what Alate does or did relative to kind of other funds? I’m curious. Courtney Cooper: So Dream is one of our... they co-founded Alate and was part of the initial capital, but then we raised a fund and brought in other LPs. So all of our LPs, for the most part, have a strategic real estate business or focus. And so we do have that sort of lens that we work closely with our LPs, and they can help us on testing out ideas and software, although we don’t have a tied relationship. I think that we try to when we’re doing diligence, we’ll involve people in our network and our LPs to help vet what they’re doing and the ideas and help us understand what the objections might be in the industry. But we’ve generally seen that real estate companies adopt at their own pace, and they have different priorities at different times. And so many of our companies we’ve invested in- involved partners during diligence, but then, some of them adopted immediately, others it took a year or two or three and they [00:06:00] just ended up using them when that project came around. So we definitely work really hard to help our portfolio companies on getting in front of the right people at the right time. That starts with our LPs, but also all of the relationships we have in the industrythrough our experiences and our extended team and LPs. And so we work really hard to try to tap into that and make introductions. But also people like you and being part of PTAG, I think there’s a lot of connections that startups make with other founders, and so we work as hard as we can to deliver on the promise of actually making those introductions and helping with BD where we can and being a good partner. And, I think that other funds have similar approaches. And I think we try to deliver on it Matt Knight: And how do you think about portfolio construction? Being Toronto-based and, there’s been some cross-border let’s say media recently with coming in out of the US, but obviously you’ve built a good portfolio. Atticus is a stud, like I know a lot of your investments, but talk to me about portfolio construction, how you [00:07:00] thought about that, how you’re thinking about that. Lead, co-invest, deal size. Just give us a flavor for what’s in Alate’s portfolio. Courtney Cooper: Yeah. We primarily do early stage, so for us, we’ve entered at pre-seed to Series A. We’ve got some other later stage investments through acquisitions and other sort of unique opportunities. But bread and butter would be a million, 500K to a million and a half first check into, normally pre-seed, and seed is where we get started. We obviously ha… This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit verticaltech.substack.com/subscribe

  7. Jun 18

    Into the FIRE: Ep #5 with Skyler Chan

    Series: Into the FIRE. Show Notes Summary: A special episode of Into the FIRE hosted by Stephanie Gubiotti, Advisor - Foundation for Innovation in Real Estate (FIRE) and the Emerging Manager Program, featuring Skyler Chan of GRU Space. Special mentions: * Company:  FIRE, GRU Space,  NASA, SpaceX, Blue Origin. * Events: FIRE Summit. * People:  Matt Knight, Ashlee Vance, Elon Musk. Transcript (Disclaimer: Please be advised that this transcript may contain unintentionally confusing, inaccurate, and/or amusing transcription errors.) [00:00:00] Stephanie Gubiotti: All right. All right. Today we have something a little bit different. Welcome to Into the Fire. We have Skyler Chan, and I’m your host today. Instead of Matt, you’ve got me, Stephanie Gubiotti. Stephanie Gubiotti: So welcome, Skyler Skyler Chan: Thanks, Stephanie. Yeah, excited to join today. Stephanie Gubiotti: Yeah. So for those who don’t know you, I’ll give a little quick rundown. We had the opportunity to meet in person in La Jolla, which was fantastic. Thank you so much for coming and speaking with our group and spending time with us. Skyler Chan: Thank you for hosting. Yeah, it was a great time. Stephanie Gubiotti: Yeah. Super excited to hear about the things that you [00:01:00] have going on. But Skylar is the founder of GRU Space, and his mission is to build hotels on the Moon. So Skylar, do you wanna talk to us a little bit about what the latest things are that you have going on, and any latest and greatest updates about the Moon Hotel? Skyler Chan: Yeah. Thanks, Stephanie. And so as Stephanie mentioned, we’re the company building the first hotel on the Moon. Our mission is to make humanity intergalactic. And so what that means is we start with building cities on the Moon and Mars. Working backwards from this vision, we’ve identified that building a hotel on the Moon is the fastest way to activate this feature. And so right now our main focus is building the technologies and systems necessary to enable us to live off of Earth. One of the key theses is that in order to do this, we need to decouple our dependency from Earth, and we need to be using resources on the Moon and Mars and beyond [00:02:00] locally. The reason why is because it’s very expensive to have to bring all the material from Earth to the Moon. So what we’ve developed is a series of technologies that enable us to use resources on the Moon. We’re starting with a machine that we’re sending to the Moon as early as next year. It’s a payload that our team is developing, which will make the world’s first bricks on the Moon. And really what it’s to do, it’s to prove that we can use resources on the Moon to create products. Humanity has never made a product on the Moon before, ever. And once we figure out how to make a product on the Moon it’s like the discovery of fire. You can argue it’s the Promethean moment. No pun intended here. And that is going to enable a whole Cambrian explosion of technologies afterwards the, after that discovery, and so it’s very exciting. And so one of the other factors in this, which is relevant probably for this audience, is how do you think about lunar real estate? How do you think about what happens once we start building structures on the [00:03:00] Moon? What happens to the titles? Who owns these things? How do you do conveyance? How do you do all these other things? These are all exciting unknowns. It’s very blue ocean. There’s a huge market and potential for this, and the activator that allows this future to occur- is using resources on the moon to construct things, right? Because if you can’t build anything on the moon right now, there’s no value to the surface. There’s no value to the volume of land that sits underneath a certain area. But if we are able to develop the land up, then there’s a certain value that’s attached to it for all kinds of different purposes like landing pads, like data centers, like homes, hotels, hospitals, all sorts of other products. So it’s a very exciting place to be building and, yeah, that’s a bit about us. Stephanie Gubiotti: Very cool. Yeah. Yeah. So I know we chatted a little bit about this. Within our network we have something called our hardware and robotics or our petting zoo program, where we really work with a lot of hardware [00:04:00] and robotics companies. And so there’s potentially some opportunities for some mining and robotics companies to get involved as you’re shaping the future of this. Does that sound right? Skyler Chan: Yeah. It’s a exciting opportunity right now because our payload is going to the moon as early as next year, and it’s going to be making the first bricks on the moon. And part of that payload that our team has developed is we’ve engine- we’ve done some really cool engineering with how do you fit a robotic arm inside this payload? How do you use mechanical systems to allow us to create a brick on the moon? And so part of this thought process is one of the things that we’re, that, that’s different about construction on the moon that isn’t the case for construction on Earth is mass, right? And so the funny thing is, when you’re sending stuff to the moon, or space in general, it’s quite expensive. And you pay for your mass per kilogram. And so one of the ways that we’ve been able to bring down costs is find ways to decrease the mass that we send to the moon. And the second [00:05:00] aspect is power, right? So also similar similarly with mass, power is constrained on the lunar surface too, right? And right now, power would be supplied by the lunar lander. And so what we’ve also been able to do is prove that our system is able to operate in low power environments. And so this is a great opportunity, of course, for folks who want to be involved in the construction aspect or the mining aspect or even the robotics aspect to really enable their brand to be one first on the moon. Stephanie Gubiotti: Very cool. That sounds super exciting. So one of the things that’s probably one of my favorite moments of our time together in La Jolla, we spent some time together on the boat chatting a little bit, and we talked about how mental health is important to slow down, take breaks. It was nice to be able to spend some time kind of outside of offices and on the water and I’m just curious for you, a lot of founders are focused on [00:06:00] solving today’s problems, but how do you also balance taking care of yourself? Yeah. And how do you balance long-term vision with the reality of execution today? Skyler Chan: Yeah. Honestly, I don’t really do self-care or any of that mental health stuff. I think for me there’s, be- there’s a time before GRU and there’s a time after GRU, and the time before GRU I was just really unhappy because all I could think about was how we needed to build this set of technology so that humans could one day live on the Moon and Mars. And so what I found interesting enough is obsession has allowed me to be happy because I’m engrossed and obsessed with this concept and this, the entirety of this company. It’s just been something that I’ve wanted to do my whole life. I’m just naturally happy by default. I think there are days, of course, where say, you’re traveling, internationally for different reasons it’s taxing or it’s a crazy day at work. But I think the way to get through it is just to remind yourself that [00:07:00] the mission is the most important thing, right? Everything is working backwards from the mission. And so in other words, if something isn’t going well today, it’s an opportunity to ask yourself is this still moving the needle towards this end state mission that is, ideally in this, in, in everyone’s case, is the most exciting and inspirational mission that you can think of,” right? Life is too short to work on anything else. I mean- Yeah ... you live once, right? And like, why work on something subpar? And so in other words, what I’m getting towards is being unhappy with day-to-day work on a daily basis is likely going to be a sign of- Of not being … This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit verticaltech.substack.com/subscribe

  8. Jun 6

    What Matters This Week - 06.06.26

    What Matters This Week - articles, news, and fundings that mattered this week in PropTech. No hype or marketing. WMTW is free, but subscribers also have access to daily updates, premium content, a private Slack community, and exclusive events. If you’d like to join the community, you can here. Struggling with mental health? We can help. We have free therapist hours & semi-weekly virtual coworking for subscribers. Here’s why. Fundings: * Endra, a Swedish CRE/MF MEP mgmt tech, raised a $50M A round led by a16z. * Honeycomb, an Israeli P&C insurance tech, raised $40M led by Zeev. * FuseEnergy, a UK home energy mgmt co, raised a $30M B-extension led by 20VC. * Findigs, a MF tenant screening app, raised a $32M C round led by RPM Ventures. * Drafted, a 3D home plan generator, raised a $16M seed round led by Buckley. * Zazume, a Spanish Resi rental mgmt co, raised a €2.5M A round led by Nordstar. * HLRBO, land lease marketplace for hunters, raised $2.5M led by Mairs & Power. * Propsoch, an Indian AI home marketplace, raised a $2M round led by Athera. * DevD/ZipupPay, a Korean rent payment app, raised a Pre-Series A via SJ. * BrokerBot, AI workforce for RE Brokerages, raised a seed round led by Grand. News: * Legora acquired Cadastral (Legora) Podcasts/ Videos: * Deep Dive 001: Columbus - Why Is Everyone Talking About It? (Build Order) * Can You Buy a House Without Seeing It? (exchange4media) Articles: * Will AI kill CRE? (The Real Deal) * Real Estate Redefined By Technology (Chicago Agent Magazine) * AI Promises Efficiency Gains But Is Not A Replacement For Brokers (GlobeSt) ($) * Could Tech Replace Traditional Property Managers? (Forbes) * Europe’s Largest 3D-Printed Apartment Building in France (PropTech Connect) * Article Summaries: * Will AI kill CRE?, and Could Tech Replace Traditional Property Managers? Long Reads: * To Boldly Go: The Case for Space Datacenters (Semi Analysis) Other Newsletters: * A New Framework for Understanding Cities (Build Order) * BET Pulse: Issue #7 (BET) * Breaking down Entrata’s S-1 (The Appraisal) * Data Centers, Energy, AI — Oh My! (All About CRE) * Fly On The Wall: A Note from Brendan | Anthropic IPO (Fifth Wall) * Grit:Committed to the Outcome; Stubbornness:Committed to the Path (KP Reddy) Events: “The most dangerous poison is the feeling of achievement.”— Ingvar Kamprad Check this out: Source: TikTok PropTech Talent: * Featured Job - Director of Construction, Military Construction (MILCON) @ICON (Austin, TX) * Looking for a role in PropTech or looking to hire someone? Check here. Thanks for reading! If you think we missed something important, send us a note, and we’ll get it in next week’s edition. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit verticaltech.substack.com/subscribe

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About

"Fundings, VCs, News, Podcasts, Data, and (brief) analysis on the technology changing our built world" verticaltech.substack.com

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  • Creator
    Matt Knight
  • Years Active
    2026
  • Episodes
    33
  • Rating
    Clean
  • Copyright
    © Matt Knight
  • Show Website
    Vertical