Moments in Time and the Trend of Social Sharing


One of the questions I always ask myself when meeting founders is why is this person or team uniquely positioned to solve this problem? Do they have an obsession for finding the answer and understanding their user?

When I first met Lee Hoffman he had been methodically recording every emotion, activity, place and thought he had on a daily, sometimes hourly, basis for the past five years. He started collecting these records with the goal of understanding himself better. In the process, he discovered an unexpected thrill from being able to relive every moment on demand at a later point in time. He found a particular magic when it came to recounting memories that he had with friends and could relive the experience with them.

Thousands of notes on his iPhone later, Lee and his cofounder Angela Kim, launched Memoir, an app designed to let us all relive our memories with the people who experienced them with us.

Lee and Angela discovered an important behavioral trend and an interesting social irony: today people are capturing photos more and more but they are sharing them less and less.

We, at Redpoint, see Memoir as part of a broader move away from “public by default” sharing where you can only share into a single social graph every time, and more towards shared private experiences with ad hoc groups. As Memoir notes in a company blog post 
“Public sharing isn’t going away, but it’s clearly becoming a smaller part of our digital lifestyles. The new photo universe will revolve around storage and one-to-one (or one-to-few) sharing.”

As evidenced by the 26,000 tweets I’ve posted and the time I spent working at Twitter, I’m obviously a big advocate of the power of their broadcast model. But it is limiting to rely on a single default always public personae to share private memories.

We’ve all watched with fascination at the rise of Snapchat, which was a fundamental shift away from the always-public lives we’ve had to lead if we wanted to use products like Facebook and Twitter. While these platforms fill an important role in our lives, the rise of Snapchat showed that they are not the only way people want to share and express themselves. Like the complex facets of our real selves, people are looking for products that allow them to engage and share in those same complex and nuanced ways.


Where Snapchat is about sharing moments of your life that are ephemeral, Lee and Angela created Memoir in order to help people remember, relive and understand shared experiences in context of their friends, families and lives. Last week the WSJ did a great job of describing how Memoir works.

Technology needs to support and enhance the way we actually live. People are multi-facted and want digital products that reflect the complexity of human relationships and experiences.

Here at Redpoint, we’re excited by the opportunity for connecting and sharing around the memorable experiences in our lives big and small.  And we’re excited to welcome Lee and Angela to the Redpoint family with Memoir.


How I Learned to Stop Circling and Love to Park in San Francisco

Today LuxeValet is launching out of beta in San Francisco and we are excited to announce our investment in the team. We are proud to back founders Curtis Lee and Craig Martin on their mission to transform a daily, painful experience like parking into one that gives people joy by letting them quickly and safely leave their car and get on with their day.

We were impressed by LuxeValet’s veteran team who saw an opportunity to transform the $25B annual parking business with an on-demand, valet-driven model. The team brings engineering, product and operations experience from Zynga, Groupon, Tesla and YouTube and has developed a sophisticated platform that makes the city parking process easy, efficient and affordable.

The parking problem in San Francisco, as with most cities, is awful by any measure.  The median price to park in a San Francisco city lot is $29/day and $375/month. In some neighborhoods, parking meters charge as much as $7/hour during periods of high-demand. Last year, 70,000 cars were towed in San Francisco and it costs at least $400 to get a car back. Instead of dealing with that hassle and cost, at the press of a button, a LuxeValet will meet you in front of your next meeting to take your car and park it in one of their secure spots for $5/hour and $15 max.

The LuxeValet team has been building the technical and operational foundation of the company for the past 18 months. LuxeValet has a fleet of pre-screened valets in bright blue jackets and dozens of insured and secure indoor parking lots all over the city. This allows them to deliver a great consumer experience at the push of a button. The valet experience also allows them to deliver one of my favorite features which is the LuxeValet will fill up or wash your car while you spend time with your family or attend your meeting.

Even more interesting are the economic advantages that happen to the model at scale. By obtaining parking spots en masse, LuxeValet brings down the price of spaces, making it the same cost and many times less than a traditional lot, while delivering a much better experience. Like most marketplaces this also has great network effects: more users mean keeping more valets busy, which means the valets make more. More riders mean more parking spots and lowered costs for the spots themselves.

We love these type of marketplace investments that reward each player in the virtuous cycle and are perpetuated by an amazing consumer experience.

Congratulations to the entire Luxe team from your friends at Redpoint.  We’re excited to be along for the ride.


Building brands, talent and world class companies here at Redpoint

I’m excited to welcome two new hires to Redpoint to boost our overall bench strength and serve as strategic resources to our portfolio companies. Hadley Wilkins will be leading Marketing for us and Amy Knapp will head up Talent. Between them, Amy and Hadley have a combined thirty-plus years of experience in the Valley leading marketing and talent initiatives for a range of emerging and established enterprise and consumer technology companies.

These are important additions to Redpoint. Throughout its fifteen-year history, our firm has observed firsthand how vital marketing and talent are to separating the good from the great. These strategic elements are also two of the hardest to get right. That is why in addition to helping on firm-wide initiatives, Amy and Hadley will also be resources to our founders and their startups at key moments in time. They will be able to offer everything from strategic counsel to introductions to their marketing, media and talent networks.

Both women bring with them a wealth of exceptional experience, which is why we are committing now to expanding our firm’s capabilities. Hadley, most recently, ran the technology practice for global PR firm Hill + Knowlton, a leadership role that built on the many years she spent defining brands and developing strategic messaging campaigns. Amy brings with her 17 years of talent acquisition and human resource expertise. For the last seven years, she spearheaded efforts to define, grow and execute talent programs at Google, Ning, and, most recently, Chegg.

It is no easy feat to find the right people to grow your team. At Redpoint, we believe we have. Welcome Hadley and Amy to the Redpoint team!


The Power of Anonymity

All important social platforms start with a context that sets the stage for how people will express themselves and connect on those platforms. Facebook was private, tightly-connected relationships; Twitter was real-time, public discussion; Instagram was visual expression. This initial context is critical in defining the social interactions and reasons for engaging on a platform.

Secret, by orienting around anonymity, taps into raw and honest human emotion and allows people to communicate in ways they can’t on any other network. While I was at Twitter, I saw the incredible role pseudonymity and anonymity played in allowing people to broadcast and express themselves freely. From whistleblowers, to citizen journalists trying to get information out from under oppressive regimes, to the deeply personal, to the funniest parody accounts, anonymity allows expression that wouldn’t have otherwise happened.

But where Twitter is about putting a range of ideas out there for public consumption, Secret is much more about having an unfettered conversation with people closely connected to you, where individuals are free to express themselves without fear of embarrassment or judgment. We think it’s a fundamental and important part of social connectedness and we’re incredibly excited to back David Byttow, Chrys Bader, and the rest of the Secret team.

More importantly, at Redpoint we invest in great teams and we have been blown away by the Secret team’s ability to recruit, build and execute. They are one of the strongest teams we’ve seen and we think it gives them a huge competitive advantage to build and adapt a product to the emerging needs of their community. This is personally one of my first deals since I joined Redpoint and I’m really excited about working closely with the team on realizing the promise ahead of them. They understand and appreciate the power and responsibility that creating an anonymous network brings and we can’t wait to see what they build for their community.


Redpoint’s Founders Day Re-cap

Redpoint recently hosted “The Anatomy of a Breakthrough Performance.” Held at the innovative Exploratorium museum in San Francisco, it was an event that brought together a lineup of luminaries who have indeed achieved breakthrough performances. From the America’s Cup skipper Jimmy Spithill to Navy Seal Commander Pete Naschak to peak performance guru Andy Walshe, Redpoint asked these extraordinary people to share how they have succeeded where others have failed.

The result was an illuminating and highly entertaining conversation full of valuable insights and life lessons learned through decades of trial and error. Our founders and CEOs in attendance were treated to an out-of-the-box afternoon that saw them drawing with crayons, flinging toy rockets at one another and asking questions about how they, too, can achieve that breakthrough performance.

Redpoint partner Geoff Yang kicked off the event and then handed over the reins to Walshe, the director of Red Bull’s global athletic development program, who has trained Olympians and worked with daredevil Felix Baumgartner on his record-breaking 24-mile free fall from space. Walshe was joined on stage by Spithill, Naschak, IDEO partner Brendan Boyle, SONOS CEO John MacFarlane and data scientist Eric Berlow.

Though each person’s goal requires a unique blueprint, the men stressed some common themes that can help anyone push beyond their perceived limits. Here is a quick summary of those themes:

Failure – Every single speaker highlighted the importance of failure in his quest for success.  It wasn’t so much the ugliness of the defeat itself that mattered most. Rather it was the way in which that defeat led to better, smarter ideas and execution. Failure was educational, inspirational and motivational—and it was essential to the ultimate triumph. Failure for them is not something to fear because it is inevitable with any challenging undertaking. Failure instead is a stepping stone, something to harness and tame, or the proverbial making lemonade from lemons. “Defeat is a great opportunity,” said Spithill.


Jimmy Spithill

“Adversity can be one of the best opportunities to learn about yourself and your teammates.” – Jimmy Spithill


In his case, Spithill shared some of the “curveballs” that led to last year’s dramatic comeback victory in the America’s Cup. In particular, he noted a day when his $15 million catamaran went into a nosedive and was dragged out miles beyond the Golden Gate Bridge. The damage to the vessel was one thing—and it could be repaired. But Spithill said the way his team handled the situation turned out to be “a real plus” in their ultimate quest. They learned how to be better from the experience and they also strengthened their bonds as individual contributors on a team, gaining greater trust in one another. “Adversity can be one of the best opportunities to learn about yourself and your teammates,” he said. “Champions always come back from adversity.”

Pushing Limits – Underestimating either an individual or a team is a common failing. And this can be costly, particularly for people trying to achieve the seemingly impossible, such as Baumgartner breaking the sound barrier in a free fall. Our panel shared its experiences and viewpoints about how to push people beyond their perceived physical or mental comfort zones—and explained why it is a key ingredient to generating change and optimizing performance.

Seal Commander Naschak recalled taking a group of elite athletes through eight days of rigorous physical and “mentally mind-bending” exercises, exposing them to harsh conditions in varied terrain. Despite many moments of self-doubt, each man made it through the challenges and brain scans compared from before and after the endurance test showed notable improvement. Every man said they came away with more confidence and a new perspective on their own mental and physical capabilities. “You can reset what is possible,” says Naschak.


Naschak talks about the changes in the brain when people push past perceived limits.


Walshe agreed with that sentiment. He explained that the team behind Baumgartner’s thrilling leap into the record books shared a vision that you can “take the essence of a performance and push beyond all disciplines.” Despite the daunting task at hand, the group drew on the know-how and experiences of the best in the world to overcome the litany of challenges Baumgartner’s quest presented, from designing and building the right space suit to ensuring that Baumgartner would be physically and mentally prepared to withstand the fall.

SONOS’ MacFarlane brought this concept into a more business-like setting. He noted that it’s almost impossible to push strong teams too hard, though you can push individuals too far. Teams, he said, that are comprised of the right mix of people can typically withstand much more stress than any one member can endure. Instead of focusing on individual contributors, MacFarlane says it’s helpful to emphasize clearly defined goals to bring teams together and keep them striving, even when they may feel they are tapped out. “A higher sense of mission drives people in tough times and keeps them focused,” he says.


IDEO’s Boyle having a little fun


Unleashing creativity – New ideas do not often come without risk. Optimizing the risk –whether it comes by hiring people with a wide array of differing viewpoints and problem-solving skills or by pushing people far outside their comfort zones–is key to generating meaningful change.

IDEO’s Boyle discussed “the trap” some companies, particularly larger, established ones, encounter when they stick too much to like-minded colleagues. “New ideas don’t come from the same place,” he said. People also must be willing to shake up their routines and group mindset.

Just getting our group to find partners, pick up a crayon, and then quickly sketch portraits of each other seemed to prove the point. While Boyle said children do this task gleefully and fearlessly, adults tend to worry about the quality of their drawing or what others might think of it. The takeaway from this exercise is simply that people need to find more ways to relax and enjoy a task for what it is rather than what they think it should be.

Berlow, who is in the midst of a project dubbed “hacking creativity,” also emphasized the need for assembling groups of divergent thinkers and abilities. His team is currently working on a project to identify creativity profiles by studying the creative processes exhibited by 100 of the most well-known and high-achieving people, including Einstein, John Lennon, Andy Warhol and Steve Jobs. The goal is to form connections between people based on the way they think and work.

Culture – In a sense, creating a culture that optimizes performance requires organizations to embrace all the ideas presented by the speakers—from embracing the role of failure to nurturing the creative mind to never underestimating what the right mix of people can achieve.

SONOS’ MacFarlane emphasized the importance of establishing a higher mission that drives people to succeed as well as cultivating an atmosphere in which people feel safe even when they make mistakes. He went so far as to suggest that leaders might reward failure and risk-taking as a way to get people to test unconventional strategies or ideas.

And even when teams are progressing, be prepared for the inevitable roadblocks. Organizations that allow individuals to step away from the daily grind without fear of repercussions outperform all others. Whether drawing pictures with crayons or playing with toy rockets, Boyle recommends adopting strategies that tap into individuals’ creative energy in unconventional ways.

Culture, of course, starts at the top, with leaders most responsible for setting the tone that works best in their own organizations.

The unique event concluded with a dinner by the bay. Appropriately, the attendees were mixed up and assigned to tables with people they didn’t already know.