Tim Guleri, Managing Partner at Sierra Ventures, reflects on 25 years in venture capital and his journey from Chandigarh to Silicon Valley. He shares how hands-on experience as a founder shapes his investing philosophy, why early-stage VCs must guide founders toward long-term fundamentals, and why raising too much capital too soon can hurt a company. Tim explains Sierra’s disciplined approach to partnering with entrepreneurs, the power of unique customer insight, and his hope that America preserves its structural advantage in entrepreneurship.
Tim Guleri, Managing Partner at Sierra Ventures, reflects on 25 years in venture capital and his journey from Chandigarh to Silicon Valley. He shares how hands-on experience as a founder shapes his investing philosophy, why early-stage VCs must guide founders toward long-term fundamentals, and why raising too much capital too soon can hurt a company. Tim explains Sierra’s disciplined approach to partnering with entrepreneurs, the power of unique customer insight, and his hope that America preserves its structural advantage in entrepreneurship.
In this episode, you’ll learn:
[02:10] From Chandigarh to Silicon Valley: Tim’s path to venture and entrepreneurship
[04:09] Lessons from Scopus and Octane: Why lived experience matters more than spreadsheets
[06:07] How venture “reinvents itself” and demands a learning mindset
[11:43] Sierra Ventures’ early-stage focus and flexible check sizes
[14:33] Why raising the maximum check can backfire
[16:44] The Eudia story: Hundreds of customer interviews and unique insights win conviction
[23:07] How Sierra selects only ~2 deals per partner each year
[27:26] Tim’s message to Washington: Don’t overregulate America’s greatest gift—entrepreneurship
The nonprofit organization Tim is passionate about: American India Foundation
Tim Guleri is a Managing Partner at Sierra Ventures, where he focuses on AI, enterprise software, and emerging technologies. A successful founder turned investor, Tim led Scopus Technology to an IPO and later founded Octane Software, which was acquired for $3B. Since 2001, he has been a hands-on venture capitalist, backing transformative companies and guiding founders with lessons from both entrepreneurial wins and mistakes.
Sierra Ventures is a Silicon Valley-based early-stage venture capital firm with over $2B in assets under management and more than four decades of experience. Specializing in enterprise infrastructure and emerging technologies, Sierra partners with founders at seed and Series A stages, providing flexible capital, operational expertise, and trusted connections to help startups scale into market leaders. Portfolio companies include Eudia, Yalo, Spectro Cloud, Endor Labs, Phenom People, Planera, Quintessent, Cimulate, among others.
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"The greatest gift that we have as a country is entrepreneurship. And this has got nothing to do with tech entrepreneurship. It's generally [that] Americans are entrepreneurs. We've innovated in every sector known to man." - Tim Guleri
[00:00:25] Gopi Rangan: You are listening to The Sure Shot Entrepreneur - a podcast for founders with ambitious ideas. Venture capital investors and other early believers tell you relatable, insightful, and authentic stories to help you realize your vision. Welcome to The Sure Shot Entrepreneur. My guest today is Tim Guleri. Tim is a managing director at Sierra Ventures. Sierra Ventures is an early-stage venture capital firm investing in the future of enterprise infrastructure and emerging technologies.
The firm is more than four decades old and manages over $2 billion in assets. Tim focuses on artificial intelligence, machine learning, enterprise software infrastructure, DevOps, and vertical SaaS. He's a very successful entrepreneur and also a very successful venture capital investor. He's been practicing the art of VC for almost two and a half decades. We're gonna ask him about how he makes investment decisions, what goes on in his mind when he meets founders in the first meeting and the second meeting, and what gets him excited to say, "yes, I want to invest in this company." And sometimes he says, no, perhaps more often we will find out why.
Tim, welcome to The Sure Shot Entrepreneur
[00:01:44] Tim Guleri: Gopi. Thank you for the invite. It's my pleasure to be on the show and you are one of the practitioners of early-stage venture. So for us to share some time together is my privilege and pleasure. So thanks for the invite.
[00:01:57] Gopi Rangan: Oh, you're welcome. I'm looking forward to this conversation.
Let's start with you. Where are you from? You made your way into Silicon Valley and built a very, very successful career. Where were you born and where you grew up?
[00:02:10] Tim Guleri: I was born in Chandigarh in India, which uh, is in the state of Punjab, and my dad was in the army, Indian army. And we got bounced around all over India as army families often do.
I did my electrical engineering from there and came to the US for industrial engineering and robotics, after which I moved to California for my first job. So that's a bit of the origin history and how I got to the US.
[00:02:36] Gopi Rangan: A lot has changed since the time when you went to college. Now technology world has kind of taken over pretty much every industry. Why is technology interesting to you? How did you get exposed to this whole world?
[00:02:47] Tim Guleri: It really started when I was an undergrad. My family in India used to manufacture electrical switch gears. So I spent time literally on the manufacturing floor and that's what got me into robotics. When I came to the US I was struck by how advanced manufacturing was here as compared to India and also that you kept hearing about the lower of how quickly technology was moving in in Silicon Valley. So what got me to Silicon Valley was not, obviously I came here for the job I got at LSI Logic. The people that I was meeting during my visits to Silicon Valley while I was in my graduate program just motivated me to get closer to the action and you know living in Silicon Valley that there's some magic in the water and the networks are very dense and just the pace and the clippers just uncanny and I wanted to be part of that action.
Without overthinking it, I just moved here and things have gone well.
[00:03:44] Gopi Rangan: You're right in the middle of action. You are creating action now as well, not just being a part of the action. You were a very successful entrepreneur, but then in 2001, you decided to become an investor, and you have stayed as an investor for 25 years now, so you must really like venture capital.
What is exciting for you about venture capital? What keeps you going after 25 years?
[00:04:09] Tim Guleri: Let me answer that question in two ways. First I'll just maybe highlight my key takeaways from my entrepreneurship journey and I was lucky to start a company called Scopus Technology (IPO in 1995), which was one of the innovators in CRM. At that company I joined as boy number six. I did all jobs there, starting in engineering, going into the field, part of sales, running that organization, and then actually doing product management. So, I call it my live MBA. What's amazing about a company that is growing really fast is that you learn to see every function in very close proximity.
That business was very successful. We took it public, sold it to Siebel Systems, which was the predecessor of salesforce.com. At the end of the journey, I felt that I was ready and had played all positions on the field. And that gave me the confidence to start Octane Software where I was CEO and founder and ran that business for five years.
That was right place, right time, right team, right technology, lot of things. Timing is a big aspect go of what we do. We sold that business for over $3 billion to another public company. And my learning from those two things was that a, I had learned a lot and I also made a lot of mistakes as a first time founder, first time CEO.
The journey had taught me the what to do, what not to do, and when I connected with the Sierra folks back in 2001, I was really struck by how they were a hands-on investor and I decided to become a venture capitalist because I really felt that I could add value to the entrepreneurial journey having been one not sort of a spreadsheet jockey, right? That's just giving you advice without having been through the pain yourself. So that's what caused me to switch to the venture side. And I stayed in venture because it keeps reinventing itself. So this is a business where the minute you think you know it all is the beginning of the end as a venture capitalist.
[00:06:07] Gopi Rangan: Very true.
[00:06:07] Tim Guleri: So the idea that the playbook is changing, the entrepreneurs are changing, technology certainly is changing. So if you don't have a learning mindset as a venture capitalist, you don't survive multiple decades. That's really what's kept me in the game for this long. And obviously you meet people. You're paid to meet people that are glass half full, and I don't think that many businesses allow you that luxury. There's obviously a lot of wealth that gets created as part of the process, but for me, the people, the entrepreneurs that I'm helping, the knowledge and fusion that I go through myself and the excitement of the new technology and what is possible with that, and life changing economics for founders and certainly LPs and ourselves are the three drivers that keep me in the game. I just love coming to work every day, and I've just been gifted for that for the last, 25 years.
[00:06:59] Gopi Rangan: I've felt that many times that this job is so much fun that I would do it for free. I don't need to get paid, but don't tell my LPs. You mentioned that venture keeps reinventing yourself. You can never really stop and you feel like you figured it out. That's actually not the end, that's beginning of a new change. Do you feel like your outlook and the way you operate has changed compared to when you started in venture know 20 years ago or even 10 years ago. How has your thought process and how has your, style of practicing the art of venture capital changed over the years?
[00:07:34] Tim Guleri: So, the way I describe my career, Gopi, is that obviously I started and I was an entrepreneur. Then the second stage, I've had three sort of stages in my career, right? The second stage was when I entered venture capital and Sierra was a midsize on the large side of venture capital firms.
Back then, we had a half a billion dollar fund in 2001. And I learned the art of venture capital. I was involved in a handful of IPOs and was successful while figuring out the business of venture capital. So after the first decade, kind of the 2012 timeframe came the third wave of my career, which is when Mark, Ben and I took over the platform from the prior generation.
The whole market was zigging and we chose to zag. Everybody wanted to build bigger funds and larger AUMs, and we felt that was not something that was most interesting to us. More importantly, it was probably better serving for the entrepreneur if we kept the funds small and concentrated and joined them in the first stage of the journey.
So we optimize everything in the platform for that exact stage, which is seeds and series A, because I feel capital is somewhat of a commodity. It's the time that you're able to give an entrepreneur like quality time at the pivotal moments when they need that. I think that's ultimately the gift of early-stage venture capital and that we practice with a lot of passion and a lot of availability.
We're 24/7, like our entrepreneurs. You can call anybody at Sierra on the investing team at any time of the day. That's sort of the ethos. You wake up every morning to earn that job that the entrepreneurs gonna place their trust in you. So that's a little bit on the structure and the kind of the way we approach the job at hand.
The realization, which is the question that you asked is that ultimately the public market doesn't care about what you're building and, and entrepreneurs hate hearing that when I say this, but it's true. I mean, you could be building a SaaS company in healthcare. You could be building a data processing engine using caching architecture. You could be building agentic platforms, what have you, but the public market doesn't care. What the public market looks at: there's a growth rate, there's a gross margin, there's cost infrastructure, sales, marketing, et cetera, and ultimately ebitda. And I try to take my entrepreneurs through that mind shift early in the life cycle because the reason Google is Google is not because they dominate in search, but that's because they generate hundreds of million dollars of cash every year, which is return on equity that they give their investors. And so it's super important for entrepreneurs to understand that early and not fall in love with their product as much as the pain that they're solving and how they're solving it so that you build the right DNA strand into your financial structure early, and ultimately when you're at scale, you become a cash spitting engine, which is the only way to survive as a company, as a public company over the long arc of time. So ideas and optimizations that you do early in a company's lifecycle are super hard to do when you're at scale. The examples of that are what percentage of my direct sales or sales should be direct versus a channel?
Should I have a OEM business or not? I mean, these all translate into massive EDITDA swings. So we are experienced early-stage investors that have seen late stage and seen scale. So we can bring those lessons early into the playbook. I think that's why, we believe these companies ultimately become great companies that we get involved with.
[00:11:18] Gopi Rangan: Now, some things have changed, like fund size and a few other things in the industry. But the underlying theme of supporting founders and building a successful business that throws out cash on a predictable basis. Those fundamentals never change.
Let's focus a little bit on Sierra, and I want to come back to some startup conversations. What topics do you focus on at Sierra? What stage do you invest? How many investments do you make roughly in every year?
[00:11:43] Tim Guleri: Sierra would be, in the venture ecosystem, considered early-stage fund, which means that we focus on series seed and series A. And I'll dimensionalize those for you in a second. We're exclusively focused on enterprise businesses, which includes obviously all the stuff that's going on with agentic AI and, how that's getting consumed by verticals and so forth.
But we also have a small sliver of a practice that looks at deep tech and how deep tech is gonna flow into the enterprise. So my partner Ben specializes in that. I was telling one of our limited partners the other day that we are just blessed with the direction of the market because if we thought in 2012 that focusing on B2B was the right strategy, B2B has actually 100X'ed in opportunity size because AI is now trickling into every vertical and market segment that traditionally B2B could not approach because of market inefficiencies.
So we focus on early stage. We flex our check sizes up and down. We really look at the entrepreneur and say what do you need in the bank to get to the next set of meaningful milestones in the next 12 to 18 months. And we run the math back from there. So if the answer is $2 million, we'll give that. If it's four, that. If it's eight give you that. So it's really being very operationally focused and ensuring that we get you to that next stage of visible milestones that a quality late-stage investor, when they look at that, they say, "okay, I wanna write a $30 million check" which might be the series B and so forth. So we tell our entrepreneurs that we go on with you, the outputs, and we will travel this journey together. And we underwrite that journey with you with dollars. So it's fungible because seeds are becoming fat seeds and A's are all over the place. But we really look at the operating plan, look at the milestones deeply. One of the advantages, Gopi, of being a known fund for this long both locally and internationally is that we have the pleasure of the late stage funds really trusting the product we put into the market because they know the amount of work we do between writing the check, showing up, calling one of our late stage funds and saying, "Hey, I think this deal is ready. You guys should take a look." So that signal of quality attracts the right kind investor to the right opportunity. We obsess on that quality of our early stage companies that hit the late stage markets and what kind of KPIs they are going after.
[00:14:18] Gopi Rangan: When you go in front of a founder and you tell the founder, I can flex. I can write a $2 million check, $5 million check, $8 million check, or even a $10 million check, isn't the natural answer from the founder, I'll take the max. And what's wrong with that statement?
[00:14:33] Tim Guleri: Yeah, I think what's wrong with the statement is that the cap table that you're powering with these dollars is a limited asset. There's only 100 points to go around. And what you wanna do is you wanna raise the right amount of capital at the right valuation so that ultimately all the people that are investing feel they're invested at the right value and they're getting the right multiple as investors coming in. You ultimately feel that the right amount of dilution at the right stage so that there's enough left for you and the employees of the company.
So that's one thought stream that we discuss with them, which means that if you come in and say, you think you need $4 million, then let's raise six, let's make sure we have a little more kind of flex in the balance sheet. But the reason you don't wanna raise 10 is because either you'll over dilute or you'll put your mark, your pre-money and post-money at such a astronomical place relative to the size of your business that it's gonna make their next round very, very hard.
So, I try to tell entrepreneurs, build companies with no stretch marks. Just gradually get your valuation up as you're hitting the milestones. And I think if you do that, you'll be happy, incoming investors will be happy. There are lots of other stresses you're gonna feel as an entrepreneur. Don't create the stress when you don't need to. The entrepreneurs that we choose to partner with understand that. And by the way, there entrepreneurs that don't buy into that and they wanna raise the most amount of capital. There are many, many options to raise capital and Sierra's not the only one. We are comfortable with them finding another investing partner.
[00:16:15] Gopi Rangan: This is a very thoughtful, measured approach to investing. And like you said, you're a co-owner of the business in the end. Yeah. So you care about the success of the business, not just bloating up the cap table. Let's talk about some specific examples of companies you've invested in. How did you meet the founder?
What goes on in the first meeting and the second meeting? Can you give an example of a conversation you had with a founder that led to an investment? How did you meet the founder? What questions did you ask the founder? What were you looking for?
[00:16:44] Tim Guleri: I'll give you an example and then I'll answer the second part of the question on broadly what is it that I look for?
The example is this company called Eudia which is in the legal tech space. They build a AI-powered air gapped stack that they sell to the chief legal officer. In doing so they are able to transform the legal operation Fortune 500 companies. The idea is that these companies are spending tens of millions of dollars on internal legal teams and hundreds of millions of dollars on external legal teams.
How does one create sort an AI-first platform that allows 'em to run more efficiently and change the economics of the overall quarter of a billion of spend they do every year, which is very common by the way, if you look at the expense lines and legal alone for the Fortune 500. So Omar Haroun, the CEO, is somebody that I invested in at a company called Text IQ, which was in fund 11 for us, and he was not the founder. He was one of the senior folks at the company. He ran sales and go to market. But I was always struck by his customer obsession and just how thoughtful he was even when we were investors in Text IQ based in New York City. So that company had a moderately successful exit, I think, in the $100m - $150m range, which is not the outcomes we look for obviously being early stage, we're taking on a lot of risk and we look for a lot larger outcomes. So a couple of years after that event, Omar comes back this time with his second idea, second company, which is Eudia. What I was struck by is that Omar and his co-founders Asish and David had done hundred customer interviews, literally a binder this thick of conversations with these chief legal officers. "Here's the risk, here's what they're looking for, here's what they buy about the value proposition, and here's the things that are still to be proven right." So very rational way to approach the problem. But I felt that this was gonna be certainly a green field because this category has not been captured by software.
But I think AI will flow into the chief legal officer's office as well. Omar and his team have unfair advantage given the last company. Omar himself happens to be a JD from Columbia, so obviously understands the domain extremely deep and was very prepared mind about problem he was trying to solve.
So we led the seed round along with our friends from Floodgate and they've gone on and raised additional capital from general capitalists and so forth, and the companies absolutely ripping the cover off the wall as they establish the category. These customers are paying them now two, five, $10 million a year because the impact on the business is so dramatic.
So that's a great example of a company that I've recently invested in, but independent of me knowing Omar, that made it obviously easier, but the key point I wanna get across to your audience is that he had done his work and had unique insight into what the customers wanted. And I think that impressed me more than anything else.
The biggest thing was that this is the entrepreneur that'll solve this problem given the unique insight he has in the market. So the takeaway from that story is that do the work and fall in love with the customer's problem (not your technology). Show that work to the early-stage VC partner that you're pitching or talking to.
[00:20:17] Gopi Rangan: It's great to see that he did hundreds of interviews to do the customer discovery process and understand what customers really want, and that makes a big difference.
Now, although he was a lawyer, Omar only practiced law for a few years, but he's been actually working at companies for a long time and he had never built anything in legal tech before, to my knowledge from what I see. And Ashish and David, the other two co-founders don't really have a lot of domain experience in legal tech. Legal tech as a category also was not very prevalent until a few years ago.
This was a very different kind of company. And you took a contrarian bet where the founders had, Omar was a lawyer, but I would say none of them had deep experience in legal tech. But yet you take the approach that, yeah, this team can build something and create a new category. Is that common?
[00:21:07] Tim Guleri: So I think firstly there's several examples of an entrepreneur jumping into a category and learning the category and building something amazing, I don't think this is a disqualifying point, but in Omar's case, just to be clear, he did have experience in legal tech because Text IQ, the company that I referenced before, had gotten sold through Relativity, which is another large company in the legal tech space.
The point I'm trying to make is that in Omar's case, he did have somewhat an experience, although didn't have the enterprise legal GTM and all the learnings that the company is going through right now. I think it certainly makes it harder if you don't have a perspective in a particular vertical. But I think Omar had two of the three legs of the stool like he was a lawyer. He had had a modest exit in that vertical before. The piece that he had to learn along with his team was how do you go after the Fortune 500 and convince them to buy an AI stack and it's a transformation story. And I think that's the portion that they've really spent a lot of time on as a company has gone from a seed company to a series A and beyond company. But I'm willing to take the bet on founders that have done the work and there's been a lot of successes where you dunno anything about the vertical and you kind of move into it.
Just showing up and saying, "Hey, I was a successful entrepreneur before, and anything that touch is gonna be gold is I think, a fool's errand, because the market will chew you up if you know the details.
[00:22:40] Gopi Rangan: It's interesting that unique insights mattered more to you, and you highlighted that ahead of his domain experience and the fact that he was a successful entrepreneur.
Those things help but the work that he's done was the most impressive part that made you take the meeting forward, to consider investment. Very interesting approach. How many such meetings do you take and how often do you say yes to an investment? How often do you say no?
[00:23:07] Tim Guleri: So obviously, our business, Gopi, fortunately, unfortunately, there's a lot more nos than yeses as you well know. The fund does about 35 investments per fund cycle, which would be 10 investments per year. And if you run the math on the people that are writing checks at Sierra, that leads to about two investments a year.
So we're very, very selective. I meet hundreds of founders individually a year. And many times, you know, you meet them multiple times before really getting conviction that this is the team to back.
We have the benefit of a couple of things. One is historical perspective on how these spaces are moving. We have, as you well know, you attended our CXO conferences, Gopi, we have a very active CXO advisory board. So these are chief information officers, chief chief data officers, CISOs from Fortune 1000 companies that provide deep perspective on the pain that they're feeling and where the gaps are that they're not getting filled by the large ISVs that they partner with, like the Oracles and the AWS world.
And then the third is the entrepreneurial perspective. So we learn a lot from entrepreneurial conversations and we try to always try and read between these three knowledge streams, if you may, to strengthen our thesis on why a particular space is gonna yield a large company. And the next stage becomes finding the right investment in that thesis, which is where we are now meeting five, seven companies in a given subcategory and then deciding that this has the best probability to succeed.
And by the way, it is also a culture fit with Sierra because sometimes you might be looking at seven companies in a subcategory where the number one company there may wanna run the playbook differently than the way we think it should be run. And that's when we end up not writing the check, but we're fine because this is not a sprint, it's a marathon.
We're willing to take a bet that over the long arc of time, our investment can outrun the others.
[00:25:01] Gopi Rangan: I've been to some of your CXO events and I've interacted with many of your colleagues and I can see how thoughtfully your building Sierra, and it's not trivial to build a VC firm, and it's very, very difficult to build a firm that lasts three decades.
So congratulations on what you've done so far. I'm curious to ask, in these three decades, you've been very disciplined and focused on enterprise infrastructure, but there have been so many success stories in B2C consumer products or crypto, and a few other themes like that. Do you ever get tempted to explore other ideas?
[00:25:35] Tim Guleri: Well, I think we always get tempted because we're intellectually curious animals. That's, what I look for quality number one when I'm interviewing for new investors and teammates. So obviously you're consuming all this data, you're tempted, but I think ultimately the realization is that there are many ways to multiply capital. We as general partners of Sierra Fund, are not confused about our comp plan, what our LPs expect, what our LPs expect is not are you investing in crypto or are you investing in topical technology that's breaking, but you have unfair competitive advantage in finding the best entrepreneurs that build foundational companies, which can 3, 5, 10 x the fund. And I think that if you look at the market through that lens, and we're always testing for sub markets by the way. We've done investments in quantum. We've done investments in 3D printing. So we're constantly putting a toe to make sure that we're prepared mind but I think the core thesis of the fund is always anchored on do we have enough inventory of great companies and ideas? And are the markets moving fast enough to produce the outcomes our LPs are investing for? So when you put the dynamics of the overall market through that lens, the answer keeps coming back to stay with B2B. And like I said earlier, B2B has just gone from sprint to sprint. This is many, many times larger than it was in 2012. And a lot of it has to do with obviously 2022 when chatGPT and Gen AI arrived. I think that's just gonna pay dividends over the next 20, 30 years, in my opinion.
[00:27:13] Gopi Rangan: You have seen a lot over the past three decades in venture. The ecosystem has evolved. What's one thing you would like to see change in the venture capital ecosystem to make this industry better?
[00:27:26] Tim Guleri: That's a really thoughtful question, Gopi. It's one I think about quite deeply, and this is obviously independent of Sierra. My thinking is that the greatest gift that we have as a country is entrepreneurship. And this has got nothing to do with tech entrepreneurship. It's generally Americans are entrepreneurs. We've innovated in every sector known to man. When you go back to kind of the founding fathers and everything that's happened. Now we talk about entrepreneurship obviously through the lens of technology, but we should not forget that this company innovated on every single market.
We had the top innovators in those markets, and you can test that through the sixties, the fifties, the forties, and even in the prior century. So the way that gets unlocked is through the American mindset, and the structure that the government provides to invest in these things to really propel these entrepreneurs do their best work. I think that's the goose that's been laying golden eggs for this country for many centuries. I hope that we never lose that structural advantage that the country has given entrepreneurs. And the way it lands in our lap is the regulations that govern how capital flows into early stage, mid stage, and late stage capital to support these entrepreneurs.
It is governed by antitrust laws and everything else that we deal with and not making them do constraining. I think that's super important. So as long as the government can kind keep keen eye on the input and the output and not over-regulate, I think the country will do fine and just let the capital flow where it needs to go, because without capital entrepreneurs cannot do their work.
Because as you well know, you know, the, the, the negative cash flows are deep and hard before these companies start to inflect. So support the ecosystem. And this is not a California versus Texas statement. This not a red or blue statement. It is the national asset statement that I'm trying to make.
I hope that gets represented in Washington. And, they create the structures needed for us to succeed.
[00:29:41] Gopi Rangan: The spirit of entrepreneurship is uniquely different about the US compared to many other countries. Regulations can make or break founder's journey and rightfully said, beautifully articulated.
Thank you for highlighting that. We're coming towards the end of our conversation and I want to ask you about your community involvement. Is there a nonprofit organization you're passionate about? Which one?
[00:30:04] Tim Guleri: I was lucky to get involved with the American Indian Foundation. They support about 350 NGOs in India, and really trying to get at the heart of how do you make the underprivileged in India more successful. And it's a way for my family and us to give back to what created us in the first place and allowed us the education and the environment to thrive as international citizens. And it's a small give back.
So Lata Krishnan (Co-Chair) and her team have done a phenomenal job and AIF, I think has raised over $350 million through people like yourself and me and others that have been blessed to create generational wealth because of what America has given us. So AIF is where we spend a lot of our time. It's a great organization and they do tremendous work on the ground in India, which is great to see.
[00:30:54] Gopi Rangan: Tim, thank you very much for spending time with me. It was a pleasure talking to you. We could keep going for at least another hour.
We haven't even touched the topic of artificial intelligence trends that are happening in India, the India US Corridor, and many other topics. I hope we can continue this conversation in another podcast in the future. But I really appreciate that you shared specific examples from your ex experience, your engagement with founder, your philosophy of investing.
I look forward to sharing your nuggets of wisdom with the world.
[00:31:25] Tim Guleri: Thanks for the invite. Talk to you soon.
[00:31:29] Gopi Rangan: Thank you for listening to The Sure Shot Entrepreneur. I hope you enjoyed listening to real-life stories about early believers supporting ambitious entrepreneurs. Please subscribe to the podcast and post a review.
Your comments will help other entrepreneurs find this podcast. I look forward to catching you at the next episode.