Our goal is to take CARE FOR FOUNDERS,
so that they can take care of
THEIR BUSINESS
Next Jump Ventures will support the next generation of start-ups beyond just a pay cheque. In addition to financial investment, we're aiming to offer an unmatched level of support post investment - by helping early stage companies attract, retain and develop their talent.
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We believe that:
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The most successful organizations in the 21st Century will have created decision makers at every level.
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Corporate VC can be reimagined.
Background Context: Who is Next Jump?
Our core business - Perks at Work - is an e-commerce platform that grew from $100M to $2.5B GMV in 5 years and is now used by 70% of the Fortune 1000.
What drove our growth was a categorical shift how we ran the company… we transformed how we hire, fire, promote, give feedback, train leaders.
Invest our money and more importantly our expertise to help start-ups scale.
Our superpower as investors comes post investment: our ability is to help founders run their companies better. Our Ventures Program is designed to help share our knowledge and technology to help start-ups win the war for talent, develop their next generation of leaders, and to set up a business which can scale & adapt to an ever-increasing pace of change… from day 1. As a corporate, we also possess assets to help build traction – including leveraging our Perks at Work network (B2B relationships with over 70% of the Fortune 1000), incubation in our office space, and being a corporate customer (where applicable).
Create outstanding returns for our employees.
The stock from Next Jump Ventures will be wholly owned by our employees. They will have the financial upside of our Corporate Venture - minus the risk. This also incentivises leaders across our company who have scaled teams, to give their own time and expertise in helping start-ups succeed.
Problems
01.
Founders often ask the same question: how can I create one more of me? Adding people to your team brings a new set of challenges, including how to: motivate in an ambiguous environment, get things done through others, and train your team’s decision making. Even getting one employee 25% as effective as someone on your founding team can exponentially accelerate your growth trend.
02.
Learning to prioritize, manage your time, know what to do (and more importantly – what not to do) are some of the most important decisions you will have to make. Balancing between short term objectives and building for the long term is a lonely business when you have little guidance, coaching or support.
03.
Attracting the brightest software engineers is crazy hard to do when you are early stage, have few resources, and you have no hiring brand reputation. Add in best job market in history and founders are finding themselves locked out of talent war for best engineers.
