Suggestions
Andrew Dumont
Operator and Investor
Andrew Dumont is an accomplished technology leader and entrepreneur, currently serving as the Founder and CEO of Curious, an investment and operating company based in Seattle. With nearly 20 years of experience in building and investing in software companies, Dumont has held multiple leadership roles throughout his career.
Career Highlights
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Curious: Founded in May 2017, Curious focuses on making minority investments in seed-stage companies and majority ownership in companies they operate. The firm has raised significant capital, including $16 million aimed at acquiring struggling software startups.15
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Stamped: Dumont served as CEO from January 2021 to January 2023 at Stamped, a SaaS company that provides reviews and loyalty solutions for e-commerce brands, achieving over $20 million in annual recurring revenue during his tenure.14
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Bitly: Prior to his role at Stamped, Dumont was the Chief Marketing Officer at Bitly from 2015 to 2018, where he played a crucial role in expanding the company's marketing efforts.24
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betaworks: He was part of the core team at betaworks, a startup studio known for creating and investing in notable companies like Giphy and Bitly, where he served as Head of Growth.13
Education and Recognition
Dumont holds an Executive Leadership certificate from Stanford University and a Bachelor of Arts in Finance and Marketing from Western Washington University. He has been recognized as one of Forbes' "30 Under 30" in marketing and appointed as an entrepreneurial delegate by the United Nations.12
Philosophy and Approach
Dumont's investment philosophy is shaped by his experiences in the tech industry, particularly his belief that many software companies have been mismanaged under traditional venture capital models. He advocates for a more sustainable approach to business growth, emphasizing profitability over rapid expansion.5
In addition to his work at Curious, Dumont is involved in mentoring and advising startups, reflecting his commitment to fostering innovation within the tech ecosystem.34
Highlights
Not enough is said about board composition in early-stage companies and the decisions they encourage founders to make.
Increasingly, we're seeing at Curious venture-backed companies loaded up with debt, equal to or greater than what they raised in venture. Most of these businesses have real revenue, in the millions of dollars, but are burning significant amounts of money each month. Not only are they not cutting burn, they're now also servicing debt in the tens of thousands of dollars each month. Clearly unsustainable for anyone that has any experience running a business.
It makes you ask the question, why? These aren't stupid people on the board or running these companies.
It is worth looking at the incentive structure. I wrote a few months ago about investor's increasing unwillingness to bridge existing investments that need more runway. There's better opportunities (and less history) with new investments. Companies that aren't rocket ships become stale and uninteresting for venture investors, both new and existing.
At that point, with additional investment capital unavailable, boards and founders are turning to debt. That's because it's all or nothing for the venture capital model. You're either a winner or a loser.
These boards would rather saddle the company with debt they know is unsustainable. This is a desperation move to bend the curve on growth in hopes that the business will then be attractive enough to raise the next round and continue the path of burn, in hopes of an inevitable exit. This is particularly true for businesses with less than $10M in revenue that haven't reached scale.
With boards predominantly made up of the venture capitalists that funded them, most of which have never actually operated a business, and who also require 10x+ type outcomes to fit their model, founders need to be aware of the decisions they're being encouraged to make and why.
It's devastating (and completely avoidable) to see these businesses shut down, with all of their employees losing their jobs and founders losing their company. Particularly with a real business with real revenue underlying them, and a clear path to operating sustainably.
This is broken.
If you're a founder in this situation, this is something you can say no to. Either through recapping the company or proposing a different operating path, there's ways to avoid this. It also stresses the importance of adding diversity to your board, both in terms of backgrounds and incentive structures.
Today is an exciting day. I recently sat down with the amazing Yuliya Chernova at the The Wall Street Journal to unveil the new Curious, a $16M fund dedicated to buying and operating software businesses for the long term.
Here’s the why behind what we’re doing.
Curious exists to provide a home for all of the great software companies that don’t fit the venture model.
As I look back on my nearly 20 years of operating VC-backed startups, there’s been a consistent theme — urgency and unsustainability.
The venture model has somehow convinced us to take the most cost efficient businesses in history — software — and turn them into cash incinerators, all in the name of growth. This is why countless companies have shut down, thousands of workers have been laid off, and so many toxic cultures exist. This is the human impact of the power law.
We started Curious to provide an antidote to that. Linear growth over exponential. Sustainable over unsustainable. Calm over urgent.
We’re dedicating the entire $16M fund, and future earnings, to buying and operating software businesses for the long term. When we buy a business, we intend to operate it for decades, keeping the original brand vision and mission in tact. The goal is to stop as many startups as possible from shutting down, providing liquidity to founders and investors, while injecting the business with a team of experienced operators and frameworks to turn it from unsustainable to sustainable.
Now to the ask, something that I don’t do often.
If you’re a founder of a software company looking for a long term partner, reach out to us at [email protected]. We’re looking for businesses in the $500K - $5M in ARR range, at or near profitability. We’re vertical agnostic, and aren’t scared of messy or distressed situations.
If you work in startups and are sick of the erratic nature VC funded companies, we’d love to hear from you. We’re always looking for future CEOs and executive level talent to step in and operate.
