Month: November 2024

Celebrating a Legendary Educator

I was fortunate to not only learn from his textbook but also to be a student in his class. Few have the privilege of learning directly from a legend, and I consider myself incredibly lucky to have been in the right place at the right time—more than 30 years ago—to benefit from his lectures.

Who am I talking about? Professor Adel Sedra.

I wanted to take a moment to congratulate Professor Sedra on the recognition of his incredible legacy with the launch of a new permanent exhibit at the University of Toronto. His textbook, Microelectronic Circuits, co-authored with the late Professor Kenneth C. Smith, has been a cornerstone of engineering education for decades. To date, it has gone through eight editions (with Professor Tony Chan Carusone also part of the editorial team), sold more than a million copies, and been translated into nearly a dozen languages.

Here’s a fact I only recently discovered: it’s estimated that over three-quarters of electrical engineers in the world since 1982 have studied this book—yes, 75%!—widely known as “Sedra/Smith” after its authors.

“When they first sat down in 1982 to create the first draft, I don’t think either of the two co-authors fully realized that it would become the gold standard in the field,” said Christopher Yip, Dean of U of T Engineering.

As a professor, Professor Sedra was simply unparalleled in the field of microelectronics. His passion for teaching was evident, and his exams? They were tough—though I like to think I did alright! 😉

Watching this video gave me goosebumps.

As a 20-year-old at the time, I didn’t fully comprehend or appreciate that I was sitting in a classroom with a legendary professor, studying one of the earlier editions of what would become a truly iconic textbook.

Professor Sedra’s contributions to engineering education and his impact on generations of students are unmatched. This exhibit is a fitting tribute to a man who shaped how the world learns about microelectronics.

You can read more about this celebration of his legacy here: U of T Engineering News.

P.S. This blog is licensed under a Creative Commons Attribution 4.0 International License. You are free to copy, redistribute, remix, transform, and build upon the material for any purpose, even commercially, as long as appropriate credit is given.

The Three Phases of Building a Great Tech Company: Technology, Product, and Commercialization

There are three distinct phases in the journey of building a great tech company: technology, product, and commercialization. These phases are sequential yet interconnected and sometimes overlap. Needless to say, mastering each is critical to the company’s eventual success. However, it’s important to recognize their differences.

• Building technology is about founders creating what they love. It’s driven by passion and expertise and often leads to groundbreaking innovations.

• Building a product is about creating something others love to use. This is where usability and solving real problems come into focus.

• Commercialization is about building something people will pay for and driving revenue. This phase transforms users into paying customers or finds someone else to pay for it, such as advertisers.

These phases are related but distinct. Great technology doesn’t guarantee anyone will use it, and a widely-used product doesn’t always lead to revenue. I’ve seen many technologists create incredible technologies no one adopts, as well as popular products that fail to commercialize effectively (though it’s rare for a product with tens of millions of users to fail entirely).

For deep tech companies, these phases often have minimal overlap and unfold sequentially. The technology might take years to develop before a usable product emerges, and commercialization may come even later.

In contrast, shallow tech B2B SaaS products often see complete overlap between the phases. For example, a subscription model is typically apparent from the outset, and the tech, product, and commercialization phases blend seamlessly.

Wattpad is also a good example of how these phases can play out differently. Initially, we built our technology and product hand in hand, creating a platform loved by millions of users. However, its commercialization—whether through ads, subscriptions, or movies, the three revenue models we had—was deliberately delayed. Many people assumed we didn’t know how to make money without understanding this counterintuitive approach (but of course, we purposely kept some of our strategies under wraps). This approach allowed us to use “free” as a potent weapon to dominate—and eliminate—our competitors in a winner-takes-all strategy. Operating for years with minimal revenue was clearly the right decision for the market dynamics and our long-term goals. More on this in a separate blog post.

Given this variability, asking, “What is your revenue?” must be thoughtful and context-specific. For some companies, the absence of revenue may be an intentional and brilliant strategy. For others, insufficient revenue could signal serious trouble. It all depends on the company’s stage, strategy, and goals. Understanding the sequence, timing, and specific needs of a business model is crucial for both investors and entrepreneurs. Zero revenue could be a blessing in the right context. On the other hand, pushing for revenue growth—let alone the wrong type of revenue growth—can be fatal, a scenario we’ve seen many times.

At Two Small Fish Ventures, we are very thoughtful and experienced investors. We understand that starting to generate revenue—or choosing not to generate revenue—at the right time is one of the secrets to success that very few people have mastered. We practise what we preach. Over the past two years, all but one of TSF’s investments have been pre-revenue.

No revenue? No problem. In fact, that’s great. Bring them on!

Powerwall 3 and Smart Energy

Those who know me well would tell you I am a pretty boring person. I don’t have many hobbies, but one thing I do love is gadgets. For instance, I’m a big fan of DIY home automation. Practically every electronic device in my house is voice-controlled, automated, and Wi-Fi-connected—if it can be, it probably is. Here’s a fun example:

I love robots doing things for me because, frankly, I’m too busy.

At this rate, I might run out of IP addresses! Sure, I could change my network’s subnet to enable more, but every time I tinker with my setup, I have to invest time getting everything right again—something I don’t have in abundance. Anyway, I digress.

One gadget I’ve wanted for years but hesitated to get is a home energy storage and backup system, like Tesla’s Powerwall. The Powerwall 2 has been around since 2016, but for years, the Powerwall 3 was “just around the corner,” with rumours of its launch “next month” seemingly every month. I didn’t want to invest in a device I planned to use for a decade only for it to become obsolete right after I bought it.

Finally, the wait is over. Powerwall 3 became available earlier this year, and I’m glad I waited. Its specs—peak power, continuous power, and efficiency—are significantly upgraded from Powerwall 2. That said, I was a little disappointed that its battery capacity remained unchanged.

I’m told this was the first Powerwall 3 installation in Canada, which is pretty exciting! It’s a beautiful piece of technology, though I don’t see much of it since it’s tucked away in the basement. Paired with solar panels, I hope to “off the grid” as much as possible.

As good as the Powerwall 3 is, it’s only part of the solution. While it handles storage and backup very well, it doesn’t provide fine-grained energy monitoring, let alone control. To address this, I also installed a Sense energy monitor. This device, connected to the electrical panel, collects real-time data from electrical currents to identify unique energy signatures for every appliance and device in the home. It’s a hack, a retrofit solution and imperfect, but it’s probably the best option for someone like me, who is entrenched in the Tesla ecosystem.

The energy space hasn’t changed much in the past half-century. Take the electric panel, for example—it’s still essentially the same analog system I remember from my childhood. However, with the rapid acceleration of the energy transition, smarter energy systems are becoming critical as hardware and software converge to enable new possibilities.

A big thanks to James and Dave from the Borealis Clean Energy team for helping me with this project
—and for arriving in style with Canada’s first Cybertruck. The project has so many moving parts. Their expertise made this journey much smoother.

The electricians are working hard. It is a big job!

This is the Tesla Gateway, a separate box we need to install. It is a smaller box—roughly a quarter of the size of PW3—and where “the brain” is located.

Adding Sense – the orange box – to my old-school electric panel to help me with device-level monitoring.

First Cybertruck in Canada. This thing draws attention.

Our Secret to Finding 100x Opportunities

In previous blog posts (here and here), I’ve delved into the mathematical model for constructing an early-stage VC portfolio designed to achieve outsized returns. In short, investing early to build a concentrated portfolio of fewer than 20 moonshot companies, each with the potential for 100x returns or more, is the way to go.

The math is straightforward—it doesn’t lie. Not adhering to this model can significantly reduce the likelihood of achieving exceptional returns.

However, simply following this model is not enough to guarantee outsized results. Don’t mistake correlation for causation! The real challenge lies in identifying, evaluating, and supporting these “100x” opportunities to help turn their vision into reality.

At TSF, we use a simple framework to evaluate whether a potential investment can meet the 100x criteria:

10x (early stage) x 10x (transformative behaviour) = 100x conviction

The first “10x” is straightforward: We invest when companies are in their earliest stages. For instance, over the past two years, all but one of TSF’s investments have been pre-revenue. This made financial analysis simple—those spreadsheets were filled with zeros!

Many of these companies are also pre-traction. While having traction isn’t a bad thing, savvy investors shouldn’t rely on it for validation. The reason is simple: traction is visible to everyone. By the time it becomes apparent, the company is often already too expensive and out of reach.

At TSF, we have a unique advantage. Before transitioning to investing, all TSF partners were engineers, product experts, successful entrepreneurs, and operators—including a “recovering CEO”—that’s me! Each partner brings distinct domain expertise, collectively creating a broad and deep perspective. This allows us to invest only when we possess the domain knowledge needed to fully evaluate an opportunity. We “open the hood” to determine whether the technology is genuinely unique, defensible, and disruptive, or whether it is easily replicable. If it’s the latter, we pass quickly. A strong, defensible tech moat is a key criterion for us. This approach means we might pass on some promising “shallow-tech” opportunities, but we’re very comfortable with that. After all, we believe the best days of shallow tech are behind us.

Maintaining a concentrated portfolio allows us to commit only to investments where we have unwavering conviction. In contrast, a large portfolio would require us to find a large number of 100x opportunities and pursue those we might not fully believe in. Frankly, I wouldn’t sleep well if we took that route. This route would also make it difficult to provide the meaningful, tailored support we’ve promised our entrepreneurs (more on that in a future post).

When evaluating product potential, we look beyond the present. At TSF, we assess how a technology might reshape the landscape over the next decade or more. We start by understanding the intrinsic needs of the user and envision how a product could fundamentally change customer or end-user behaviour. This is crucial: if a product that addresses a massive opportunity has a strong tech moat, first-mover advantages, and the ability to change behaviour while facing few viable alternatives, it can unlock significant new value and create a defensible, category-defining business.

This often translates into substantial commercialization potential. If we can foresee how the product might evolve into adjacent markets (its second, third, or even fourth act) with almost uncapped possibilities, we achieve the “holy trinity” of tech-product-commercialization potential—forming the second 10x of our conviction.

Here’s how we describe it:

Two Small Fish Ventures invests in early-stage products, platforms, and protocols that transform user behaviour and empower businesses and individuals to unlock new, impactful value.

This thesis underpins our investment decisions and ensures that each choice we make aligns with our long-term vision for transformative innovation.

While this framework may sound simple, executing it well is extremely difficult. It requires what I call a “crystal ball” skill set that spans the full spectrum of entrepreneurial, technical, product, and operational backgrounds.

Over the past decade, we’ve built a portfolio of more than 50 companies across three funds. By employing this approach, the entrepreneurs we’ve supported have achieved numerous breakout successes. This post outlines our “secret sauce,” and we will continue to leverage it.

As you can see, early-stage VC is more art than science. To do it well requires thoughtfulness, insight, and the ability to envision the future as a superpower. It’s challenging but incredibly rewarding. I wouldn’t trade it for anything.

Fabless + ventureLAB is Cloud Computing for Semiconductors

This is a follow-up blog post to my last piece about Blumind.

More than two decades ago, before I started my first company, I was involved with an internet startup. Back then, the internet was still in its infancy, and most companies had to host their own servers. The upfront costs were daunting—our startup’s first major purchase was hundreds of thousands of dollars in Sun Microsystems boxes that sat in our office. This significant investment was essential for operations but created a massive barrier to entry for startups.

Fast forward to 2006 when we started Wattpad. We initially used a shared hosting service that cost just $5 per month. This shift was game-changing, enabling us to bootstrap for several years before raising any capital. We also didn’t have to worry about maintaining the machines. It dramatically lowered the barrier to entry, democratizing access to the resources needed to build a tech startup because the upfront cost of starting a software company was virtually zero.

Eventually, as we scaled, we moved to AWS, which was more scalable and reliable. Apparently, we were AWS’s first customer in Canada at the time! It became more expensive as our traffic grew, but we still didn’t have to worry about maintaining our own server farm. This significantly simplified our operations.

A similar evolution has been happening in the semiconductor industry for more than two decades, thanks to the fabless model. Fabless chip manufacturing allows companies—large or small—to design their semiconductors while outsourcing fabrication to specialized foundries. Startups like Blumind leverage this model, focusing solely on designing groundbreaking technology and scaling production when necessary.

But fabrication is not the only capital-intensive aspect. There is also the need for other equipment once the chips are manufactured.

During my recent visit to ventureLAB, where Blumind is based, I saw firsthand how these startups utilize shared resources for this additional equipment. Not only is Blumind fabless, but they can also access various hardware equipment at ventureLAB without the heavy capital expenditure of owning it.

Let’s see how the chip performs at -40C!

The common perception that semiconductor startups are inherently capital-intensive couldn’t be more wrong. The fabless model—in conjunction with organizations like ventureLAB—functions much like cloud computing does for software startups, enabling semiconductor companies to build and grow with minimal upfront investment. For the most part, all they need initially are engineers’ computers to create their designs until they reach a scale that requires owning their own equipment.

Fabless chip design combined with shared resources at facilities like ventureLAB is democratizing the semiconductor space, lowering the barriers to innovation, and empowering startups to make significant advancements without the financial burden of owning fabrication facilities. Labour costs aside, the upfront cost of starting a semiconductor company like Blumind could be virtually zero too.

That’s why the saying, “software once ate the world alone; now, software and hardware consume the universe together,” is becoming true at an accelerated pace. We have already made several investments based on this theme, and we are super excited about the opportunities ahead.

Portfolio Highlight: Blumind

When it comes to watches, my go-to is a Fitbit. It may not be the most common choice, but I value practicality, especially when not having to recharge daily is a necessity to me. My Fitbit lasts about 4 to 5 days—decent, but still not perfect.

Now, imagine if we could extend that battery life to a month or even a year. The freedom and convenience would be incredible. Considering the immense computing demands of modern smartwatches, this might sound far-fetched. But that’s where our portfolio company, Blumind, comes into play.

Blumind’s ultra-low power, always-on, real-time, offline AI chip holds the potential to redefine how we think about battery life and device efficiency. This advancement enables edge computing with extended battery life, potentially lasting years – not a typo – instead of days. Products powered by Blumind can transform user behaviours and empower businesses and individuals to unlock new and impactful value (see our thesis).

Blumind’s secret lies in its brain-inspired, all-analog chip design. The human brain is renowned for its energy-efficient computing abilities. Unlike most modern chips that rely on digital systems and require continuous digital-to-analog and analog-to-digital conversions (which drain power), Blumind’s approach emulates the brain’s seamless analog processing. This unique architecture makes it perfect for power-sensitive AI applications, resulting in chips that could be up to 1000 times more energy-efficient than conventional chips, making them ideal for edge computing.

Blumind’s breakthrough technology has practical and wide-ranging applications. Here are just a few use cases:

• Always-on Keyword Detection: Integrates into various devices for continuous voice activation without excessive power usage.

• Rapid Image Recognition: Supports always-on visual wake word detection for applications such as access control, enhancing human-device interaction with real-time responses.

• Time-Series Data Processing: Processes data streams with exceptional speed for real-time analysis in areas like predictive maintenance, health monitoring, and weather forecasting.

These capabilities unlock new possibilities across multiple industries, including wearables, smart home technology, security, agriculture, medical, smart mobility, and even military and aerospace.

A few weeks ago, I visited Blumind’s team at their ventureLAB office and got an up-close look at their BM110 chip, now in its third tapeout. Blumind exemplifies the future of semiconductor startups through its fabless model, which significantly lowers the initial infrastructure costs associated with traditional semiconductor companies. With resources like ventureLAB supporting them, Blumind has managed to innovate with remarkable efficiency and sustainability. (I’ll share more about the fabless model in an upcoming post.)

I’m thrilled to see where Blumind’s journey leads and how its groundbreaking technology will transform daily life and reshape multiple industries. When devices can go years without needing a recharge instead of mere hours, that’s nothing short of game-changing.

Image: Close-up view of BM110. It is a piece of art!

Image: Qualification in action. Note that BM110 (lower-left corner) is tiny and space-efficient.

Image: The Blumind team is working hard at their ventureLAB office. More on this in a separate blog post here.

Our portfolio company, Blumind, is revolutionizing device efficiency with its ultra-low power, always-on, real-time, offline AI chip. Inspired by the human brain’s energy-efficient computing, Blumind’s innovative all-analog design significantly reduces power consumption, making its chips up to 1000 times more efficient than conventional digital chips.

This advancement enables edge computing with extended battery life, potentially lasting YEARS - not a typo - instead of days. Practical applications of Blumind’s technology include always-on keyword detection for voice activation, rapid image recognition for access control, and real-time time-series data analysis for predictive maintenance and health monitoring. These capabilities unlock new and previously impossible opportunities across various industries, from wearables and smart homes to security, agriculture, military, and aerospace.

Recently, I visited Blumind’s team at their ventureLAB office and witnessed their third-tapeout BM110 chip in action. I’m excited to see Blumind’s continued growth and how its transformative technology will reshape industries, making long-lasting, energy-efficient devices a reality.

Two Small Fish Ventures Celebrates the Merger of Printful and Printify

We’re thrilled to share that Printify, a company we have proudly backed since its first funding round, has entered into a merger with Printful (see report by TechCrunch). As long-time supporters of the Printify team, we at Two Small Fish Ventures are incredibly happy with this outcome, which marks a significant milestone in the production-on-demand industry and an exciting moment for everyone involved.

Printify and Printful are both leading platforms that empower entrepreneurs and businesses to create and sell custom products worldwide without the need to hold inventory, thanks to their advanced production-on-demand fulfillment networks. Printify has been growing rapidly, now boasting a team of over 700 employees. Combined with Printful’s team, the newly merged company will have well over 2,000 employees, making it by far the number one player in the production-on-demand market.

Printful, with over $130 million raised and a valuation exceeding $1 billion, and Printify, backed by $54.1 million in funding, have established themselves as the top two global leaders in this field. This merger solidifies their position as the dominant force in the industry, setting new standards and driving innovation in production-on-demand services worldwide. We’re proud to have supported Printify from the very beginning and look forward to witnessing the next chapter in their remarkable journey.

P.S. In true spirit of unity, founders Lauris Liberts and James Berdigans have sealed the deal by swapping T-shirts with each other’s logos—because nothing says “teamwork” like wearing the competition’s brand!

Masterclass Series: Unrecognizable Every Two Years

In 2006, Wattpad started as a simple mobile reading app, mainly for classic books. Fifteen years later, it evolved into a global, AI-powered, multi-platform entertainment company with numerous blockbusters before being acquired.

As you can imagine, my role as CEO at the start of Wattpad—when it was just the co-founders and a few hundred users—was drastically different from leading a team of hundreds of employees and overseeing a platform with 100 million users.

A Typical Entrepreneur’s Evolution

In the early years, the founders focused solely on building a product and finding product-market fit, with little thought given to the business side. At this stage, the CEO is the engineer writing code, the product manager, and the product visionary, all rolled into one.

As traction builds and product-market-fit comes into sight, the CEO’s role begins to shift. Suddenly, hiring becomes a priority, and managing people and operations takes center stage. The CEO goes from being a product builder to a hiring and people manager who leads a small, close-knit team and handles the operations that come with it.

Fast forward another phase, and the company is growing even faster. Now, the CEO is no longer just a manager but the manager of managers, responsible for hiring leaders who can build and lead their own teams. Communication becomes an even more critical skill, as the CEO now leads a much larger team—many of whom don’t frequently interact with the CEO. Business models become increasingly crucial, and new tasks, like fundraising, take on greater importance.

As growth continues, the CEO’s role shifts yet again, this time to hiring leaders of leaders—or even leaders of leaders of leaders. Now, the CEO is juggling closing million-dollar sales with key customers, navigating strategic partnerships, working with the CFO to manage finances at scale, media interviews, building the brand, international expansion, raising capital from large institutional investors, and, of course, leading hundreds or thousands of employees. The skill set required here is worlds apart from that of the early days of coding and prototyping.

Entrepreneurship Is Constant Reinvention

Each phase of a company’s growth requires a radically different skill set: moving from building the idea to scaling a product, building the team, leading a large organization, and eventually creating a profitable business. The entrepreneur evolves from crafting the “secret sauce” to building a factory to mass-produce it.

I have yet to meet an entrepreneur who possessed all these skills from the start. The journey demands constant learning—whether it’s coding, product design, finances, fundraising, marketing, sales, or leadership.

I can testify to this: there were numerous times when I thought the company was a well-oiled machine. Six months later, things would feel like they were falling apart. It wasn’t because I had messed up, but because the environment had changed drastically in such a short time. I had to keep upping my game to keep pace with the company. I am completely different from—and better than—the version of myself a decade ago—and not just once, but many times over.

As an entrepreneur, be prepared. As your company scales, you’re effectively getting a new job every few months. This journey is thrilling and challenging, and filled with lifelong learning and self-improvement.

The Biggest Takeaway

And yet, the most important product you’re building isn’t your company’s product. It isn’t even the company—it’s yourself.

If, every two years, you’re not almost unrecognizable from your former self, you’re not growing fast enough, and you will be left behind by your own fast-growing company.

This takeaway isn’t just for CEOs. It applies to anyone working at a fast-scaling company and to anyone with a growth mindset. If you get this right, everything else will follow, and you’ll be in good shape. From my experience, this is one of the most crucial mindset-building tools you can have.

Allen's Thoughts…

Recovering CEO (Wattpad), 3x entrepreneur, deep tech VC (TSF), electrical engineer, helping founders build world-class companies