How do you think about scaling an Operations team? I knew we had to automate some of the processes. The struggle operationally was that there were always so many moving parts, and so much of the work was manual. Our BizOps team has two primary goals: Looking at OKRs and KPIs to make sure they are being tracked correctly, and the second piece is working on the go-to-market strategy, pricing, and other higher-level work. What were the biggest challenges your new team faced? Your role evolved from the data layer to the BizOps side. In that respect, we realized we had to go the lightweight route, which is when we implemented Avenue. ![]() I worked cross-functionally with Engineering and Product to understand if they can build the solutions or implement something lightweight. I began leading the DRI’s trying to understand what are the team’s bottlenecks and how were they solving them. What was your focus when you launched BizOps? We got to the point where we had all this data, and I thought to myself: “What’s next? How can we can we use this to actually improve the efficiency of operation workflows?” And that is where BizOps comes in. With this realization, I worked with one of our data engineers to build a data stack, rolled out Metabase, and finally had a flurry of dashboards that informed us of every single product within the company and every single user flow. "I wanted to help people understand where they should be looking for information and how they could harness the data to improve the business." - Nigel It ballooned into something much bigger, and it became clear that we really needed to use the data we were pulling and get it back into the system. I started a data request board and was pulling together people’s data requests. As is common in the early stages of a company, we didn’t have a data team. I moved on to work on data-related items because I recognized a gap at the time. This involved managing anything and everything that happens with companies, such as the exits and distributions, and the processes that come with that. I started off at AngelList doing financial operations. What are you responsible for at AngelList Venture? How has it evolved? At AngelList, we break down by stage of deal: there's a team for setting up an entity to close, executing the work itself (LPs, GPs, documents), and a team for after a deal closes (post-closed actions whether it's a new round of financing, exit, or anything in between). There are many ways to staff an operations team. How do you organize Operations at AngelList today? ![]() In the meantime, AngelList Ops Teams (Compliance, Data, Etc.) are handling all the legal formation, capital calls, tax documents, and all the other back-office service your fund needs, no matter its size. From Rolling Funds to Syndicates, Roll-Up Vehicles and more, AngelList has made it simple for Fund Managers to Set Up, Raise, and Deploy.įund Managers can streamline their fund with AngelList's best-in-class software and tools. Quotes included in these materials related to AngelList's services should not be construed in anyway as an endorsement of AngelList's advice, analysis, or other service rendered to its clients.AngelList Venture allows investors to invest deal-by-deal in world-changing startups. For more information on AngelList and its products and services, please see here. Such terms are subject to change without notice. Any investment opportunities and/or products or services shown here will only be completed pursuant to formal offering materials, a letter of intent, and/or any other agreements as determined by AngelList containing full details regarding risks, minimum investment, fees, and expenses of such transaction.The terms of any product, service, or particular investment opportunity, including size, costs, and other characteristics, are set forth in the applicable constituent documents for such product, service or particular investment opportunity and may differ materially from those presented in this presentation. ![]() The information contained herein is provided for informational and discussion purposes only and is not intended to be a recommendation for any investment, service, product, or other advice of any kind, and shall not constitute or imply an offer of any kind.
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