Kyle joined PeakSpan in 2019 and, since his first day at the firm, has focused on PropTech and CommerceTech. He leads both of these areas for PeakSpan and has the privilege of working with over a dozen PeakSpan portfolio companies. Kyle is from Seattle, WA and is a proud University of Washington alumnus. He started his career at RBC Capital Markets, working in the firm’s Technology group in the Bay Area. Outside of PeakSpan, Kyle enjoys spending time with his wife and two dogs, cheering on the Huskies, and skiing.

Put simply—the people. Both internally at PeakSpan and externally with an amazing group of CEOs and management teams, I feel privileged to get to work with such an inspiring group on a daily basis. I learn something new every single day, and I am constantly in awe of the combination of talent, kindness, intelligence, and work ethic that surrounds me.

One example that I remember fondly was working with a portfolio company to reframe how it told its financial story. The business had a mixed customer base, including core ICP customers with strong retention alongside a large cohort of paid "trial" users, but its unit economics were being presented in aggregate, which obscured the quality of both segments.By isolating SaaS metrics and customer behavior by segment, we were able to demonstrate two distinct value drivers: exceptional net retention among core customers, and strong CAC payback supported by the breadth of the trial user base. The result was a cleaner, more compelling narrative that contributed to a premium exit multiple.

If I could summarize what companies tend to get wrong in the journey from $10M to $50M+, it is assuming that the same behaviors and strategies that got them to $10M in scale will carry them to $50M+. The companies that I have seen navigate this journey most successfully are constantly seeking to evolve and improve with each passing day. They don't rest on their laurels, assuming what has worked in the past will suffice, instead they strive to further mechanize and enhance all aspects of their business. They also tend to be manically focused on process centricity: capturing and documenting best practices and culture such that, as they continue to scale their organization, new joiners are put in a place to immediately succeed.

Since my first day at PeakSpan, the firm's culture has always been a key differentiator - the quality of people makes this a truly special place to work. PeakSpan does an incredible job of balancing an "ownership" mentality with a team-first culture that puts the collective ahead of the individual. PeakSpan pushes each team member to contribute and take ownership across all aspects of the firm, while also ensuring an "open door" policy where collaboration and teamwork is heavily encouraged. It is a rare environment where you are challenged to constantly grow and improve as an individual while always prioritizing the success of the team.