Carey Ransom
@ransomthoughts
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Co-founder @operatestudio; co-founder @bonushomes; MD @banktechvc for fintech startups; @operatepodcast talk w/great folks; dad & husband; Hoosier ➡️ So Cal
Newport Beach
Joined May 2008
I think the next battleground is digital workspaces. We've reached peak fragmentation—dozens of tabs, countless apps. From my perspective, the future belongs to platforms that intelligently integrate these functions into cohesive experiences. The great compression has begun.
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🎙️ Fintech Voices The best advice for founders comes from operators who’ve been there. This montage highlights insights from our Convos podcast series, featuring Georgina Merhom (SOLO), Neepa Patel (Themis), Carey Ransom (BankTech Ventures) + more. https://t.co/HcpI0Y6QcB
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Coinbax Raises $4.2M to Bring Institutional Controls to Stablecoin Payments #stablecoins @CoinbaxHQ @pglyman @BankTechVC @ransomthoughts @paxos
https://t.co/NpD52lFygL
globenewswire.com
Coinbax raises $4.2M to bring institutional controls to stablecoin payments—escrow, approvals, and programmable settlement for banks and enterprises....
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I’m considering adopting a strict rule where I don’t book future flights while on a current flight. Any advice here? 🤓
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Great advice
Overcommunicate at your startup. Your team cannot read your mind.
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7. Develop Instincts About Where to Apply Your Energy The best founders instinctively know where to invest time to de-risk, accelerate learning, or drive value. This judgment about prioritization is one of the most critical skills for success.
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6. Accept That It's "Twice as Long and Twice as Expensive" Every founder believes they'll defy the odds. That delusion is necessary. But build plans knowing company building takes longer and costs more than you think, and be prepared for it.
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5. Embrace the "Collection of Misfit Toys" Great founders convince talented people of all kinds to sacrifice and join a mission. I gravitate toward founders with grit and fierce determination. That fire and persistence can't be manufactured.
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4. Every Startup is a Unique Creative Endeavor Reject the factory or playbook approach. I've done eight startups and every one has been different. The creative challenges and unsolved problems are what make startups interesting.
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3. You Don't Need an A+ in Everything There's an order of operations to building a company. Get the critical things right first. Don't waste energy achieving perfection in areas that don't drive value creation at your stage.
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2. Focus Relentlessly on Strategic Over Necessary Tasks The biggest trap is getting distracted by necessary but not strategic work. If you're perfecting the general ledger instead of finding paying customers, you're focused on the wrong things.
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1. Measure Progress Through Trajectory, Not Single Points" It takes multiple points to form a line." I give founders assignments and watch the slope of their progress to gauge if they're compounding growth and learning meaningfully.
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I had a fun conversation recently reflecting on my many entrepreneurial and company-building lessons, many well-earned from my many mistakes. Thanks to summary tools, here are the top 7 in no specific order:
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Great gift you’ve shared here!
"I'm raising a round, can you introduce me to X investor" — question i've had 1,000 times in the past 10 years. and another 1,000 times in the past 10 days 😆 Answer is often* "yes - but please send me something forwardable + easily parsable, give yourself best chance of
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Interesting comment: “companies have historically underfunded data engineering, and now with AI think it will handle it and yet it’s one of the most important things to do well to get the most value from AI.”
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We’ve had the food is medicine era. Maybe it’s time to lean into the friends as medicine era, too. Additive for sure. #friendsaregreat
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If true, a classic case of the law of unintended consequences
IPO markets are open, but the market infrastructure (bankers, research analysts, funds that buy small cap growth) have died. Capital markets for less than $2 B valuations are all private. It’s an unfortunate result of too much regulation, passive equity management, and pod shop
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