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Vanessa Larco
Partner @ NEA | Empowering Founders & Teams | Series A/B Investor in Transformative Tech
Vanessa Larco is a Partner at NEA, a renowned venture capital firm, with a focus on Series A and B investments in both B2B and B2C companies in North America.
She brings expertise in market analysis, product-market fit evaluation, and strategic guidance to founders and management teams.
Passionate about enabling more efficient and collaborative work environments, Vanessa invests in innovative enterprise SaaS solutions that boost productivity, communication, and collaboration.
She also supports consumer technologies that bring joy, with interests in D2C, travel, parenting, and entertainment sectors.
Vanessa has been involved in investments with companies like Assembled, Mejuri, Kindred, Limitless AI, Orby AI, Lily AI, EvidentID, Cleo, and Greenlight.
She served as a board observer at Robinhood until its IPO in 2021 and has prior experience leading product teams at Box, Twilio, Disney, and Xbox.
Committed to promoting diversity in VC, Vanessa advocates for inclusive teams and leaders, aiming for progress and equity in the tech industry for a better future.
Vanessa Larco holds a BS in Computer Science from the Georgia Institute of Technology.
Her past roles include Partner at NEA, Director of Product Management at Box, and positions at Twilio Inc., FunLoop, Inc., Playdom, Microsoft Xbox Kinect, and Microsoft Surface Computing.
Highlights
I’m proud of my failures - so let’s talk about my biggest one.
On my LinkedIn, you might see that my startup got acquired. But the reality was much tougher.
We were bought out in a fire sale and acqui-hired to a company I left shortly after. I rejoined the job market with my savings exhausted and my spirits crushed.
I landed a senior product manager role at Twilio in the early-ish days and then I was recruited by Box where I was lucky to work with some great people, but transitioning from being founder of my own startup felt like I was moving backwards.
At the height of my frustration, I was convinced that I had ruined my career.
So I decided to stop caring about my title and decided to focus on what I could control: launching great products and building strong relationships with my team.
I figured that if I launched high quality products and my team of PMs, designers and engineers liked working with me, then I would have a good foundation and network to try my hand at another startup.
I learned more about what it took to support a group mission; I reinvested in my skillset; and I raised my level of output and quality of work - and to my delight and surprise, everything turned out ok.
Ten years ago, I never imagined I'd be a partner at a big firm, but it took that initial failure to put me on this path.
My key takeaway: focus on what really matters. Take pride in your craft, be a great team member, and build strong relationships. Titles and financial rewards are important, but they’ll come as a result of doing great work and being a great human.
Just keep going. Trust that if you focus on what matters, things will come together - even if it doesn’t feel that way right now.
AI has the power to make or (literally) break your internal processes.
I recently attended a Reuters Events conference about the security and compliance risk of GenAI, where I listened to an engineering executive tell a story about how they had built one of the first GenAI bots to overhaul their internal processes.
And it was a disaster.
This omniscient bot knew the salaries, leave policies, and personally identifying information of everyone in the company - but had no protocol to silo the information by department, or employee role/permission. It had no context about who can ask what, when and why.
In practice, this meant Jason from HR could ask the AI how much you make, but so could Stephanie from marketing.
Needless to say, the internal havoc this created far outweighed any benefit AI brought to the table, and it’s a problem plenty of enterprises are grappling with in their rush to bring AI to bear:
How to maximize the process-building potential of AI while protecting sensitive information?
Companies need a plan in place to manage the risk of granting AI internal security permissions, and it starts by asking questions like:
What is sensitive information to our organization? In which contexts is it sensitive? Who has permission to see what?
Improperly managing this information can expose companies to internal system crashes, cybersecurity threats, and even potential lawsuits.
AI adoption won’t be like the adoption of cloud-based systems, where companies ignored the technology for years while their employees used it behind their backs because of how powerful it was.
These enterprises already know how transformative GenAI is and they need to get their organizations ready.
A huge part of successful early adoption will be making sure their data is protected before they hand AI the keys to the building.
#ReutersMomentum
