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Mark Suster

Partner, GRP Partners
I grew up in Northern California and was fortunate enough to have computers around my house and school from a young age. In fact, in high school in the mid-eighties I sold computer software and taught advanced computers. Luckily I found this Venn Diagram that describes the correct intersection of “Geek” as being somebody with brains and obsession but not with social ineptitude. I was also the guy in high school who sold custom t-shirts and threw keg parties. I combined these passions in university by becoming social chairman and then president of my fraternity while redesigning our accounting system with Lotus 1-2-3 macros. Which frat I was in doesn’t matter since I never gave it a second thought after college.

When I was graduated I joined Andersen Consulting (now Accenture) in Los Angeles to build computer systems for large corporations. I focused mostly on computer networking but had stints with programming, database design and then system modeling and testing. Yes, I programmed in COBOL and used DB2 and CICS. Yes, that means I’m older than a lot of you but our shit still had to work! In 1994 when most of my friends were leaving system integration to start companies in Silicon Valley I chose a different path. I transferred within Accenture to their technology center of excellence in Sophia Antipolis, France and lived in Antibes and then Cannes. No, this didn’t suck. I got to work all over Europe including a long stint in Rome as well as posts in Belgium, Switzerland, Hungary and Spain.

Accenture paid for my MBA at University of Chicago and I got to work for a three year period of time as a “strategy consultant,” which meant I became a blackbelt in PowerPoint and Excel. Actually, I worked on a lot of really interesting projects including working on the original Internet Strategy project for the head of Internet & Multimedia at British Telecom as well as a board-level eCommerce strategy project for Sony in Tokyo, Japan, where I lived for 6 months.

I started my first company in 1999 and was headquartered in London. We were a SaaS platform for large-scale engineering & construction projects including the London Underground, Thames Water, BNP Paribas and all of the top German construction firms. We had offices in 7 countries and I personally traveled to India to help establish our “captive” development center in Pune.

I left this company in 2005 and sold it to a publicly traded French services company. I moved home in 2005 and founded my second company, Koral, in San Mateo (I lived in Palo Alto). We sold this company to Salesforce.com where I became VP Product Management. This company now forms what is known as Salesforce Content.

I joined GRP Partners in 2007 as a General Partner. I focus on early-stage technology companies – usually looking at Series A or seed investments.

Mark's News Feed

In The Rush To Mobile, Don't Ignore The Power Of The Web The world is adopting smartphones, and for many young people and many people in the developing world, this will be one of their first computing devices. But we shouldn't give up on the power of the tethered web. The power of large screen real estate. The power of a keyboard. Updated Mon Jan 30, 2012
Always Be Raising: A Road Map To Getting Venture Capital Funding Raising money is hard. And when you’re relatively new to the process, it’s easy to be confused by the process. But fund raising is, above all, a sale--pure and simple. The sooner you understand that the sooner you can plan your campaign. Updated Tue Jan 17, 2012
Why Aren’t There More Female Entrepreneurs? Only two or three out of every hundred pitches I receive at my venture capital firm are from women. This certainly isn’t anything conscious on my side. It’s just the facts. But the future for female entrepreneurs is going to brighten considerably. Updated Tue Oct 4, 2011
Why Reed Hastings Should Be Applauded For The Netflix Split With nearly 25 million customers using Netflix, it's clear that everyone will have an opinion on Reed Hasting's decision to split DVD and streaming businesses. And many short-termists think it's a bad idea. Here's why it's actually a great strategic decision. Updated Mon Sep 19, 2011
Why Your Startup Doesn’t Need A COO It's very common for startup companies to have COOs. So I know I'm getting myself into a bit of trouble by writing this. But...Startups don't need--shouldn't have--COOs. I have this conversation with every startup that comes to see me and has a CEO and a COO. I think usually a COO title at a startup is an ego thing. You have two founders and it was agreed that one would get the CEO role so the other needs to call themselves president or COO. Updated Thu Sep 15, 2011
Why You Need To Take 50 Coffee Meetings Fifty coffee meetings. That number should stick in your head as a metaphor for networking. It's the entrepreneur's equivalent of "10,000 hours," and if you put it into practice next week, it will start paying dividends in the near future. There's a direct correlation to your future success. Updated Wed Aug 17, 2011
Don't Cede Control: Why You Need To Cut Out Middle Men In Negotiations Middle Men. Middle People? They exist in all forms of work and life. They're essential in helping us get our jobs done because they specialize in something we do not. Updated Thu Jul 21, 2011
Twitter, Jobs, Democracy, And The U.S. Elections It's easier to write "horse race" stories about who's signing up more users or raising more funding. But something more nuanced is at hand that is worth debating -- is the future of the Internet more open or more closed? Updated Wed Jul 20, 2011
Why I'm Doubling Down On The Twitter Ecosystem Twitter's significance stems from the fact that it is a real time, open, asymmetric, social, viral referral network that is often location aware and provides both explicit and implicit interests and preferences. That's a mouthful of buzzwordtopia, but the importance of each point can be explained. Updated Mon Jul 11, 2011
The Coming Brick Wall In Venture Capital And Why This Is Good For U.S. Innovation The venture capital business itself is going through an even more fundamental change than just the entry of a new category at the earliest stage. Updated Fri Jul 1, 2011
Changes In Software And Venture Capital (Part II) The latest trends have put pressure on traditional VCs. Some have done earlier-stage deals and done well. Others have chased earlier-stage, but lack the skills or relationships to do this effectively. Some have moved into later stage investments in an effort to "put logos on their websites." People are moving into everybody else's space. Updated Fri Jul 1, 2011
Understanding Changes In The Software And Venture Capital Industries In this three-part series I will explore the ways that the Venture Capital industry has changed over the past 5 years that I would argue are a direct result of changes in the software industry, not the other way around. Updated Fri Jul 1, 2011
Brad Feld Drops Some VC Knowledge Brad Feld is a fountain of knowledge and wisdom. I had the chance to sit down with him for an hour and ask him loads of questions that I thought you'd enjoy hearing. Updated Wed Jun 29, 2011
10 Marketing Lessons For Early-Stage Tech Startups I made every textbook mistake at my first startup, which is why I believe I was much more effective at my second one. Updated Tue Jun 28, 2011
Angel / VC Funding In A Frothy Market I generally don't like to speak about fund raising in a frothy market. If you're bullish you seem like a Cramer-esque cheerleader and if you're bearish you sound like a party pooper. Updated Tue Jun 21, 2011
The Harder I Work, The Luckier I Get Overnight success. It's one of the biggest myths in the tech industry. Updated Mon Jun 6, 2011
What Should We Make Of Peter Thiel's "20 Under 20" Education Program? We need to take some risks in education and in innovation in this country so anybody that it trying to break through the traditional mold and try to create a new model ought to be lauded, not attacked. Updated Thu Jun 2, 2011
The Importance Of The Narrative Whether you're presenting to a small group of people or a large audience your presentation must have a narrative to effectively get your points across. Updated Wed May 18, 2011
Quick Practical, Tactical Tips For Presentations Today's post about positioning yourself in a presentation--this might be a VC meeting but also might just be a sales or biz dev meeting. It's any meeting where you are in a small room and are being called on to present. Updated Tue May 17, 2011
The Co-Founder Mythology Conventional wisdom doesn't account for all of the things that go wrong in partnerships over time; especially ones that are formed quickly and without a long gestation period. Updated Tue May 10, 2011

History

Member for
1 year 37 weeks