Brad Menezes On Raising $60 Million To Build An AI-Powered Platform That Helps Organizations Build And Manage Internal Applications More Efficiently

When it comes to building a startup in today’s fast-changing AI landscape, Brad Menezes is living proof that bold pivots, deep conviction, and long-term co-founder trust are the real ingredients for success.

Brad’s company, Superblocks has secured funding from top-tier investors like Kleiner Perkins, Greenoak, Spark, and Meritech.

In this episode, you will learn:

• Brad’s background in mechanical engineering helped him approach complex problems by breaking them down into fundamental components.
• His first attempt at a startup in healthcare failed due to a lack of industry-specific knowledge, but it taught him the importance of domain expertise.
• Unlike consumer tools, enterprise AI demands security, compliance, and deep integration with business systems.
• Recognizing the rise of generative AI, Brad and his team made a decisive pivot, rebuilding Superblocks around code-based, AI-generated apps and launching “Clark,” their AI-native platform.
• Brad’s relationship with co-founder Ran Ma was built on years of shared challenges and mutual respect, which enabled them to navigate high-stakes decisions with clarity and unity.
• Superblocks’ $60M raise was powered by the idea, Brad’s track record at Datadog and Yelp, and strong references from respected mentors like Jeremy Stoppelman.
• Brad believes bold moves, emotional intelligence, and resilience are what ultimately separate great founders from the rest.

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About Brad Menezes:

Brad Menezes has a diverse work experience spanning several positions and industries. He is currently the Co-Founder and CEO of Superblocks since March 2021.

Prior to that, Brad worked as a Scout for Sequoia Capital from July 2019 to July 2021. From February 2017 to February 2021, he served as the Senior Director of Product Management at Datadog.

Brad also co-founded a startup called Nspire Innovation Network from April 2010 to August 2012. Additionally, he was a Lead Product Manager for Reservations & Delivery at Yelp from September 2012 to June 2015.

Further, Brad was a Startup Co-Founder (YC S15) at Y Combinator from June 2015 to February 2017. Overall, his experience showcases leadership abilities and expertise in product management and entrepreneurship.

From 2007 to 2012, Brad Menezes pursued a degree in Mechanical Engineering at the University of Toronto.

Connect with Brad Menezes:

• LinkedIn
• Crunchbase
• TheOrg
• RocketReach

Read the Full Transcription of the Interview:

Alejandro Cremades: Alrighty, hello everyone and welcome to the DealMaker Show. Today, we have a really amazing founder. You know, I think that after having done quite a few of these episodes, as you all know, it takes quite a bit to get the thing pumping on my end.

Brad Menezes: Thank you.

Alejandro Cremades: And I gotta tell you, with all the AI stuff going on and all these no-code platforms—I mean, I’ve been using them too, so I’m quite familiar with them—I think that this one is quite a timely episode. They also just announced an incredible launch, and an additional round of financing that they’re adding to the books.

Alejandro Cremades: It’s quite the rocket ship. So we’re going to be talking about how to think about co-founders, how to think about fundraising too, and obviously, the lessons learned—because you either succeed or you learn, right? That’s the way to put it.

Alejandro Cremades: And then how to think about pivots, as well as how to think about the wave of change in AI. So I think today’s episode is going to be quite inspiring. And without further ado, let’s welcome our guest today, Brad Menezes. Welcome to the show.

Brad Menezes: Thanks, Alejandro. Great to be here.

Alejandro Cremades: So, originally born in Toronto—give us a walk down memory lane. How was life growing up for you?

Brad Menezes: Oh, well, I grew up in a suburb of Toronto in Canada. My parents are both in IT. I was actually quite entrepreneurial growing up. I started a guitar strap business, selling guitar straps as a guitar player. I started an e-commerce business. But actually, there were very few big-time entrepreneurs where I grew up.

Brad Menezes: So I would spend a ton of time reading about the entrepreneurs out in Silicon Valley. And my co-founder—I actually met him in high school physics class, believe it or not.

Brad Menezes: So we go back almost 20 years.

Alejandro Cremades: That whole problem-solving mindset—how did you get that? Because obviously, you went at it with engineering as your degree, but how did you really get into this whole problem-solving type of approach and way of thinking?

Brad Menezes: Yeah, I mean, I think when you go through mechanical engineering, it’s basically almost like a physics major for the applied world, right? The only way you solve problems is through first-principles thinking.

Brad Menezes: And when it comes to company building, it’s the same thing—a completely different domain—but all the principles you learn in physics and mechanical engineering, like what are the things that are true and must be true, and what else is noise?

Brad Menezes: There’s a ton of noise when you start a company. There’s a ton of noise even now with AI. So you have to always go back to first-principles thinking. I think that comes from my background in mechanical engineering and physics. That’s what got me into problem-solving—starting with physics problems, and here we are today solving automation problems for enterprises.

Alejandro Cremades: We’ll talk about it in just a little bit. One of the things that happened too is you went at it with mechanical engineering, but you realized that the action that really got your blood flowing wasn’t really on the mechanical side. So how did you realize that?

Brad Menezes: Yeah, when I started at the University of Toronto doing mechanical engineering, I thought, okay, I’m going to go build a company that’s basically a mechanical company.

Brad Menezes: But what I started seeing was all the startups were not in that space—they were all in software. So midway through my degree, I made a decision: I’m going to go into the software industry because that’s where people are starting companies. And I needed to find a way to get from Canada to Silicon Valley.

Brad Menezes: That became the goal. I was reading so much—TechCrunch, all these different articles. You don’t know a lot of entrepreneurs in Canada. That was kind of the first thing on my mind—as soon as I graduated and could get a visa—was: how do I get to Silicon Valley?

Alejandro Cremades: So how did you find your ticket to Silicon Valley?

Brad Menezes: Oh, it was painful. I must have cold emailed like 100 different companies. One of the companies I emailed was Yelp—the restaurant review site.

Brad Menezes: I actually ended up getting an interview at Yelp. They were looking for a product manager. They had just IPO’d. After the interviews, they told me they really liked me, but I wasn’t a fit because I was too early in my career.

Brad Menezes: So I emailed the head of product who had interviewed me and said, “Hey, would you be open to me being an intern and not full-time? I’m pretty confident it’ll work out and I’ll convert to full-time. But if not, I’ll go back to Canada.” And he actually took me up on that offer.

Brad Menezes: So I joined—with the wrong background, let’s say—mechanical engineering, into a software product management position, by becoming an intern even after I graduated. That’s how I got into Yelp.

Brad Menezes: And my career kind of went from there.

Alejandro Cremades: And there you made amazing relationships—getting a little bit closer to the founder of Yelp, who was quite plugged in during the PayPal days.

Brad Menezes: Yeah. Jeremy, the founder, became a very close mentor of mine. I see him as a product genius. His boss before he started Yelp was Elon Musk, actually.

Brad Menezes: So you can imagine—for me growing up reading these magazines—to eventually be working for Jeremy from the PayPal mafia years later, that was kind of a dream come true.

Alejandro Cremades: So at what point do you realize, “I want to maybe start something on my own,” and get that first taste of entrepreneurship?

Brad Menezes: Yeah, I think after a couple of years into my career in product management, I started getting the feeling like, okay, I think I know how this works.

Brad Menezes: I think I can go do something on my own. But of course, you need a co-founder. I had been in touch with Ran, my co-founder—I met him all the way back in physics class in high school, actually.

Brad Menezes: We were on the weekends jamming about different ideas, different companies we could start. We actually did that for years. Eventually, I mentioned to Jeremy, the Yelp founder, “Hey, I want to start a company. I want to be like you. Can you help me?”

Brad Menezes: He said, “Sure, I’m going to help you because you’ve done great work for me and Yelp.” And he introduced me to Sam Altman. At the time, Sam was running Y Combinator—this was back in 2015.

Brad Menezes: Sam funded me and Ran to do an on-demand healthcare startup in 2015. So that was how—from working at Yelp, going from Canada to working at Yelp, to meeting Sam Altman, who since then has obviously become one of the most famous people in our industry—that was my journey to starting the first company.

Alejandro Cremades: So let’s talk about that first company. As they say, you either succeed or you learn. It didn’t unfold the way you guys had hoped, but those lessons are obviously serving you very well in this second go at it.

Brad Menezes: Yeah, I mean, look—the first company was an on-demand healthcare company. The idea was—this was in the era of Uber—push a button on your phone and get a nurse practitioner to your home for urgent care.

Brad Menezes: What we learned the hard way was that when you build a startup, you need to have some unfair advantage. Actually, we had an unfair disadvantage in that business—we were two Canadians who didn’t know the first thing about the American healthcare system and the way the insurance industry worked, which were critical to running that business.

Brad Menezes: We got funded, went into Y Combinator, got it off the ground, and got some traction.

Brad Menezes: But we weren’t able to get the insurers on board, which meant a very small subset of the population was interested in our service. Because we weren’t connected—because we had no unfair advantage in that industry—we weren’t able to get the company fully off the ground.

Brad Menezes: So we ended up deciding that we were not the right founders. That kind of founder-market fit is critically important—we learned that the hard way. We realized we didn’t have the unfair advantage, so we aimed to get jobs in the enterprise software industry next—specifically in developer software—for both me and Ran, my co-founder, in order to gain deep experience and an unfair advantage.

Alejandro Cremades: How was that day for you guys when you realized it was time to pull the plug? I’m sure that was very difficult.

Brad Menezes: That was one of the hardest things. When you start a company, your identity becomes that company. When you wake up, you work on your company. When you go to bed, you’re thinking about the company. So the day you decide to pull the plug—it’s not just that day, there are weeks leading up to it—it’s definitely the hardest.

Brad Menezes: You even question it: Am I making the right decision? Am I missing something? Is success right around the corner and we just need to make a few changes?

Brad Menezes: But I think for both me and Ran, we discussed it for weeks on end, because we weren’t taking off at the level we needed to.

Alejandro Cremades: Well, in terms of what to do next, you guys were quite strategic. You realized that you needed to get the right type of experience before going at it again. You and Ran also understood that going to companies already in the space and contributing there would be the way to approach it. So you went to Datadog, he went to Confluent.

Alejandro Cremades: How does that journey—from joining that next gig to all of a sudden thinking, “I think this is it”—unfold? What were the sequence of events that led to the “aha” moment of Superblocks and the day it was born?

Brad Menezes: Yeah, that’s a great question. I worked at Datadog leading their second product called Application Performance Monitoring. I got to see that—it was almost like a startup inside the startup.

Brad Menezes: So they had their main product, infrastructure monitoring. I was leading the second product from zero dollars in revenue all the way up to a hundred million over the four years. And the spark of the Superblocks idea came out of me speaking to customers who were using Datadog to monitor internal apps.

Brad Menezes: And what they were doing was they really—like, monitoring was one small piece of the problem of what I was selling them at Datadog. The bigger problem was they had a huge backlog of these internal applications that were mission-critical to their business, and they could not buy any software to help them.

Brad Menezes: And so this was kind of like the other half of what hasn’t been, you know, taken by SaaS—anything that was a little bit custom. And so the core idea for Superblocks is: could we provide these Legos or these building blocks for data integration, for authentication, for permissions, for, you know, building apps? We kind of built a low-code app builder on top of all of this.

Brad Menezes: And so that was the core of the idea. And the conviction to go pursue it actually came out of many, many, many conversations. It was not a, you know, gut-feel type of decision. It was one that was very well, you know, thought through over many conversations. And we actually tried to not start the company by trying to disprove the idea as our first phase of the company, actually—to find out what are all the ways this idea could fail, because we had some scar tissue from the prior failure, actually.

Alejandro Cremades: No kidding. But one thing for sure is how magical this co-founder relationship that you guys have is—all the way coming from your physics, you know, days in high school, as you were alluding to it.

Alejandro Cremades: I guess, you know, co-founder relationships—they’re like marriages, very similar. I think in this case, what have you learned, or how is it in terms of dynamics when a relationship like this works so well? And how do you guys complement one another too?

Brad Menezes: Yeah, I mean, I think the number one thing in a co-founder relationship is trust, right? And you said it’s just like a marriage. It’s exactly like that. It takes a long time to trust someone at that level, where you’re basically betting your whole career on one person.

Brad Menezes: And with Ran, my co-founder, we have this very deep level of trust. It comes out of what started as—we were actually competitive in high school.

Brad Menezes: We were actually not friends at first because he came into the high school and he beat me in all the classes, actually. And so first we were competitive, but I guess if you can’t beat him, join him. And so we’ve kind of gone through this journey, even of a failed company together, and we’re very excited to start another company together.

Brad Menezes: And so I think when you have that level of trust through ups and downs, going through the journey and you’re still excited—that’s the number one thing. And then I think the second thing is you really have to complement each other, as you said.

Brad Menezes: I mean, I kind of lead the product side and the sales side and the go-to-market side of the business.

Brad Menezes: And he’s kind of leading all of engineering. And so we have very different parts of the company and different perspectives and different places where we spend our time. But there’s also a very shared place where we both spend a ton of time, which is on the product.

Brad Menezes: And so there’s a massive overlap in one of the key areas. But then, in terms of the day-to-day, there are still lots of things where we kind of trust each other to make the calls fully.

Alejandro Cremades: So for the people that are listening to get it—what ended up being Superblocks?

Brad Menezes: Yeah, so Superblocks is a platform to enable customers to have their engineering, IT, and business teams build mission-critical apps that run their business—mission-critical internal operational apps.

Alejandro Cremades: Now, in that regard, you guys rolled out a pretty amazing new launch this week. And I think it’s been quite the launch. I’ve been following it quite closely.

Alejandro Cremades: It has been an outstanding success, at least from what I’ve seen. And I guess the question that comes to mind here is: I know that you guys, at one point, were at a crossroads, right? And you had to do a pivot, and you were able to see AI—and it was either you join the wave and ride the wave or you get disrupted by it. So what was that moment where you guys had to make the decision: hey, something needs to change?

Brad Menezes: Yeah, I mean, I think with our—so we started the company as a low-code platform, right? And AI started incrementally happening, let’s say, like post-ChatGPT.

Brad Menezes: And then all of a sudden—you know, this is maybe less than six months ago, even from today—all of these app generation companies on the consumer side started blowing up completely.

Brad Menezes: And now anyone could prompt and build a user interface. And we had built this whole product around dragging and dropping, right? And so we were like, wow—the future is definitely AI-first. It’s definitely prompt-to-app.

Brad Menezes: And so what we ended up doing is saying: can we find a way to get all the benefits of this new wave of AI prompt-to-app and kind of bet the company on that? We had to make two fundamental changes. One is, we had to make the underlying representation of a Superblocks app just raw code.

Brad Menezes: So that was the first bet we made. And we put almost the whole engineering team on this bet.

Brad Menezes: And the second bet was: it has to be world-class AI app generation so that this would expand who can build—from not just developers and highly technical people, but to IT, to business teams, to operations teams.

Brad Menezes: And so the whole business—from engineering to the business teams to IT—can build in one shared way. And so we committed the whole engineering team to stop working on the old thing and move into the future of the new thing.

Brad Menezes: And what I’d say is—that was not an easy decision because we were still getting customer requests at the same time for features on the existing product.

Brad Menezes: Right. And so this is a major evolution, and we basically launched it this week, as you said, and we’re seeing the fruits of that labor—of that big bet. And I think that’s probably the biggest lesson I have about entrepreneurship: it’s really not your intelligence that gets tested; it’s really your courage and your ability to be bold.

Alejandro Cremades: And that new thing is called Clark. So, you know, one of the things that I’ve seen now—I mean, obviously there is a lot of momentum more at the consumer level, where you have Lovable, you have Windsurf. I mean, Windsurf—I think it was acquired by OpenAI for like $3 billion plus.

Alejandro Cremades: But nothing really at an enterprise level. Because the thing at an enterprise level too is that you’re dealing with more complexities, whether it’s security or things like that. And one of the things that I’ve seen too is that, at a consumer level, the user is quite misaligned with the business model of the platform. Because the more prompts, the more money that the platform is making. So hey—probably they’re not going to fix it all within one prompt because that goes against their business model, right? That was at least one observation that I had.

Alejandro Cremades: How do you guys differ and really bring it to another level at the enterprise intersection, so that you’re also able to deliver that value with prompts in environments where there are regulatory restrictions, where there’s more complexity?

Alejandro Cremades: Tell us a little bit about that, Brad.

Brad Menezes: Yeah, it’s a great question. And in the enterprise, the constraints and requirements are completely different than in the consumer world. So in the enterprise, the first thing you’re thinking about is: how does this go wrong?

Brad Menezes: Security, right? And so the first thing is: you have to integrate with your business data. Otherwise, you can’t build anything useful in the enterprise. So first, you have to have an integrations platform, which we built. The second thing is: all of that data—you have to have a whole permissions layer over that.

Brad Menezes: And so that was another thing that we built. And then, any application has to be on your design system, which you have as an enterprise, right? So it’s your specific enterprise components, and your brand.

Brad Menezes: And then the next thing is: anything that happens for someone logging into this app—they have to be able to log in through your SSO provider, like an Okta or something like that. And so there are tens or hundreds of these enterprise-specific policies across security, compliance, and IT management that you have to solve for.

Brad Menezes: And app generation is one piece of that. But app generation, taking into account all the context of what someone—who’s actually a human—does at that company building apps: can you replicate that with the AI agent?

Brad Menezes: And so we spend a ton of time getting unique enterprise context and configuration so that the prompts actually deliver an experience that is specific and bespoke to that organization—not just what you get from a consumer app builder like a Lovable or Bolt or Replit or something like that.

Alejandro Cremades: That’s amazing. And obviously, you know, proof of that is what I saw. I mean, I literally saw your guys’ launch and the way that people were interacting on social media. And it was like—wow—the reactions of people were really spectacular. I guess, obviously, to be able to develop something like this, you need money.

Alejandro Cremades: And in your guys’ case, you have been quite successful at being able to get the right people at the right time to help you in pushing this forward. So walk us through: what has been the journey of being able to raise the money from the beginning all the way up until now? I mean, you recently this week announced a new financing cycle that you just wrapped up.

Alejandro Cremades: So I guess let’s start with: how much money have you guys raised, and what have been the motions that needed to happen to get all that money in the bank?

Brad Menezes: Yeah, so we’ve raised $60 million in total. And it was across a few different financings. Our first one was when we started the company in Seed—it was just an angel round of a few million dollars, right? $2 million. And that was enough to get started, to interview customers, to build an initial product.

Brad Menezes: But really, our Series A, the new financing round, was the one where we brought in the big VC firms: Kleiner Perkins, GreenOaks, Spark, Meritech.

Brad Menezes: And that journey was one about momentum with the business, right? And also this view of the future that we were pitching—again, a bold future as to a future where everyone can build software for their businesses in a safe and secure way.

Brad Menezes: And so, you know, we’ve gone through many financings. And it’s really important—that’s one of the big jobs of the founder—to raise the money so that you can go pursue the vision. And we’ve been fortunate in that regard to partner with people that I’ve read about and was really excited to meet—and now they are part of the company and our backers as well.

Alejandro Cremades: So how were you—because I mean, I always think about money as networks more than money—and you guys have done a tremendous job, whether it was getting tier-one VCs or even amazing angels and super successful entrepreneurs that you guys also have on the cap table…

Alejandro Cremades: Now, I mean, from all the top companies—how have you guys, or what have you learned when it comes to leveraging networks in order to gain access to the right people and to get them excited to jump on board?

Brad Menezes: Yeah, I think the number one thing at the foundation is reputation. So even if you’re at the point where it’s before you’ve started the company, everyone—when you go raise money—is going to ask what you did before, to the people. So, you know, when I worked at Datadog, or Ran, my co-founder, worked at Confluent, or I used to work at Yelp—all of those people got emailed, you know, to understand how we were and what we were like to work with in order to raise the round. So the foundation is, whatever you’re doing, you have to just do it to the best of your ability and have a great reputation. And reputations take years and decades to build.

Brad Menezes: And so I think that was kind of the first foundation of the fundraising. And then, in terms of using the network—well, you know, to give an example, Jeremy from Yelp, who was my first step into a company I worked at—he was the CEO there. He introduced me to people like Aaron Levie, to Aneel Bhusri, the founder of Workday. So it was actually the work that I did earliest in my career that helped with certain networks there.

Brad Menezes: And then also, that also helped with Datadog and some of the founders of Datadog, also with other back channels that VCs had done. So I’d say the number one thing is just to always have a great reputation. That is the number one thing—because especially in the early stages, it’s not just about your idea.

Brad Menezes: The VCs are betting a lot on what you’ve done and whether you can parlay that into something big.

Alejandro Cremades: So, talking about people, I want to talk about the team at Superblocks.

Brad Menezes: Culture starts with how you recruit and build the team. So in recruiting, I think there are a few things to look for—and this has changed as I’ve built the company.

Brad Menezes: The first thing I always looked for was just raw IQ. Is this person intelligent? Are they smart? Can they figure things out in a changing environment? But the next thing is actually EQ. And I think that’s the one I learned could be even more important, because everything is about teams of people working together.

Brad Menezes: Whether that’s your customers, your partners, or many teams inside the company—EQ is critically important. So we look for that. And then the third thing—which I learned most recently—is actually the most important: courage.

Brad Menezes: Because you’re making so many bold bets with the business. And the people who join you early—they are, in their own right, entrepreneurial.

Brad Menezes: And entrepreneurs. And so they’re joining to go build something, and they have a vision too that is tied to your vision. I think finding people who have that courage and that excitement is critically important—because the only thing that’s guaranteed in business, especially in the age of AI, is that what you’re doing today and what you’re doing in 12 months is going to change in some pretty big way.

Brad Menezes: And what’s going to happen in the next five years in your business is going to involve an incredible amount of change. And so you have to have people that are willing to be adaptable and bold.

Alejandro Cremades: So, talking about people here—just to double click—obviously, we’re talking about investors, employees, all of them. And you alluded to it earlier: with investors, they are really betting on the future, on possibility, on the vision, really. So—

Alejandro Cremades: Question for you here is: if you were, let’s say, to go to sleep tonight and you have this snooze of a lifetime and you wake up in a world where the vision of Superblocks is fully realized—what does that world look like?

Brad Menezes: That world looks like the world’s largest enterprises are basically running on Superblocks as their core operating system for their business operations.

Brad Menezes: And that the way they’re running is through a set of applications that every employee is using and building and maintaining themselves—but also through a set of AI agents that are these peers they can put to work. They can go to sleep and have a snooze and have work done for them.

Brad Menezes: And so I think that world is incredibly exciting. The technology wave that we’re on is enabling that. And so I think that’s really what gets me up in the morning: that future of—hey, for a certain set of companies out there across the enterprise—they could be built on Superblocks, they could be running on Superblocks. And I think helping those companies achieve their goals and their missions in a pretty powerful way is super exciting.

Alejandro Cremades: That’s amazing. So obviously we’re talking about the future, but I want to talk about the past—and do so from a lens of reflection. And if I was to put you, let’s say, into a time machine, right—and I bring you back—I bring you back to those days where maybe you were about to go to Y Combinator, or you were, you know—

Alejandro Cremades: That day, coming out of the Yelp office, thinking about a world where you could be an entrepreneur and launch your own thing. Let’s say you had the opportunity of being right there. Let’s say you are at the main entrance of the Yelp office and you see that younger Brad coming out, ready to rock the world with a venture.

Alejandro Cremades: And you’re able to stop that younger self and give that younger self one piece of advice before launching a business—what would that be and why, given what you know now?

Brad Menezes: The number one thing I would say is: no matter what happens in the journey of the business, there’s always another move to be played—and you have to make that move bold. At every single juncture in the business, you have to basically make a bold bet.

Brad Menezes: And there’s always, in every business, a way to get to the next level—a way to grow your business. And every entrepreneur and every company faces immense change. Even the story of someone like NVIDIA, right? That was not a straight line up and to the right, even though it is today the most successful, largest company.

Brad Menezes: It was many twists and turns. So I think the number one piece of advice is: be bold. And know that it’s OK to go all in, because there’s always a way you can evolve your business and your company with your customers. And as long as you’re bold and you’re able to make those bets, you’ll always be able to continue and drive forward.

Alejandro Cremades: I love that. Brad, for the people that are listening and would love to reach out and say hi, what is the best way for them to do so?

Brad Menezes: Yeah. I mean, anyone who wants to try out Superblocks can go to superblocks.com. And we basically have early access for Clark, the AI agent. And I’m at Brad Menezes on Twitter—@bradmenezes on Twitter.

Alejandro Cremades: Amazing. Well, Brad, thank you so much for being on the DealMaker Show today. It has been an absolute honor to have you with us.

Brad Menezes: Thank you, Alejandro. This has been a lot of fun. Thanks so much for taking the time.

*****

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