./experience

A corporate venture fund's deal flow depends on founders knowing it exists. TRV needed both halves of that: more visibility in the ecosystem to bring companies in, and enough diligence throughput to evaluate them once they arrived.

Analyst covering both ends. Sourcing and visibility on one side, diligence and pipeline on the other.

Evaluated 50+ early-stage companies across founder, market, and business-model diligence; wrote 30+ investment briefs for investment-committee discussion. In parallel, ran the fund's newsletter, podcast, and LinkedIn presence, growing its audience 5× and strengthening top-of-funnel visibility.

Maintained the deal-flow CRM and supported annual reporting, tracking pipeline by company, sector, and stage. Used the firm's proprietary generative AI tooling to analyze European funds and economies and surface cross-border opportunities for the pipeline.

Visibility is what brings founders to a fund and the CRM is where you find out whether it worked. The two halves fed each other.

Pre-seed and seed companies report raw outputs. Patients served, kWh generated, students reached. A fund cannot aggregate those into anything meaningful, because ten thousand patients served at one company and ten thousand at another may represent completely different amounts of impact. Without a translation layer, portfolio-level impact reporting is guesswork.

Built the research database the fund's impact reporting sits on, across healthcare, climate, and education.

Mapped theories of change for existing and new portfolio companies, tracing how a company's activity was supposed to produce an outcome. Then compiled research on how well those interventions actually work, so a raw output could be converted into something aggregatable: hospitalizations avoided, emissions avoided. Presented findings to the team as the library took shape.

Became the fund’s research library and the basis for its impact measurement. The portfolio metrics published on citylight.vc draw on this work.

Prestatech had a working product and an Italian brand. Everything customer-facing, from the site copy to the sales materials, was written for a market that already knew who they were. To sell into the US and UK they needed a commercial identity in English, and they did not have one.

Direct report to the co-founder. In Milan on a study abroad term, on a team small enough that the English-language side was hers to figure out.

Rebuilt the outward-facing material for an audience that had never heard of them. Blogs, white papers, and one-pagers, written to explain the product rather than remind people of it. Listed three products on Azure Marketplace, which put them in front of buyers who search for tooling rather than for companies. Ran conference outreach on Luca's behalf to get the founders in rooms where those buyers were.

Three products live on Azure Marketplace and an English content set the team could actually sell with. Content, distribution, and outreach built as one motion rather than three.

Athena helps high school students get into college, and their Instagram was aimed squarely at high school students. But students do not buy college counseling. Parents do. The account was talking to the user and ignoring the buyer, and it was stuck short of 10k followers.

Owned content strategy and the posting calendar across two platforms.

Redefined the audience to include parents, which changed what got made rather than just who it was aimed at. Built recurring series with enough pull to bring people back, including one on where fictional characters would have gone to college. Set a consistent schedule so the account stopped posting in bursts, and tracked trends weekly to decide what was worth chasing.

19% reach growth in two months, into the 10k follower milestone.

South Asian programming on campus was scattered across groups and mostly social. There was no space treating South Asian art and politics seriously, and the groups that existed were not drawing from each other's audiences.

Attended as a freshman, then campus engagement director, then president. Led a board of six alongside a co-president.

Built a slate with deliberate range. A zine launch, a Kashmir and Palestine teach-in, a panel with Thiru Kumar of the Washington Square dosa cart, a South Asian changemakers panel, International Mother Language Day, a henna fundraiser, paint-and-sip chai. Co-hosted with Mixed Heritage Society and CU Bangla specifically to reach people who were not already coming.

Average attendance up 40%. A teach-in and a paint-and-sip pull different people, and running both is what grew the room rather than deepening the same one.

Most students at Barnard present constantly and are taught how to do it almost never. Public speaking gets treated as a talent people have rather than a skill anyone can be coached on.

One-on-one coaching, workshop instruction, and speaker prep for TEDx.

Held weekly one-on-ones with students on a rolling sign-up basis and ran a workshop each semester. Over two semesters built a workshop series for a cohort of twelve, taking the same group through speeches and presentations rather than one-off sessions. Across three years coached speakers for three TEDx events, ten students each.

Students in the cohort improved more across a sequence they stayed in than students who came once, which changed how the sessions were scheduled after that.

Entrepreneurship on campus gets defined narrowly. Dropping out, building, raising. Most students who could start something do not recognize themselves in that picture and never begin.

Student voice on the advisory committee, across five program launches including four cohorts of the Athena Incubator.

Argued for a wider definition in what got built: projects that might grow into something rather than companies only, students trading ideas with each other, and sessions with local business owners on the grounds that a gym owner in Brooklyn is running a business and can teach more about it than a lecture can. One session trained at a queer-owned boxing gym and then talked to the owners about how they built it.

Four incubator cohorts and five initiatives launched. The definition argument is the part that held.