Neil Patel

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Drew Oetting is one of the biggest forces providing the financial fuel this new generation of fast-growing, super-sized startups need to make it. His venture capital firm, 8VC, has invested in startups like Unlearn, Chaos, Tome, and Ushur.

In this episode, you will learn:

    • Managing your network
    • The new trends that Drew’s fund is excited about investing in now


For a winning deck, take a look at the pitch deck template created by Silicon Valley legend, Peter Thiel (see it here) that I recently covered. Thiel was the first angel investor in Facebook with a $500K check that turned into more than $1 billion in cash.

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Moreover, I also provided a commentary on a pitch deck from an Uber competitor that has raised over $400 million (see it here).

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About Drew Oetting:

Drew Oetting is a Co-Founder & serves as Board Member at Affinity. He serves as Board Member at AgVend. He serves as Co-Founding Partner at 8VC.

Drew serves as a Board Member at Resilience, Synthego, and Street Contxt. He serves as Board Member at IDX. He also serves as Board Member at Roam Analytics.

Drew previously served on the board of Touch Surgery and RealScout. He is a Board Member of BuildZoom. He served as Board Member at NuID. He is also a Founding Board Member of Affinity Technologies, a stealth enterprise software company.

Previously Drew served as chief of staff to Joe Lonsdale (Formation 8 and 8VC Founding Partner). Drew is an Advisor to LivingOnOne, a non-profit impact production studio, and WeAreThorn, an NGO which leverages technology to eliminate child trafficking.

Drew began his career as an analyst in the Technology Investment Banking Division of Moelis and Company in Palo Alto, California, where he focused on M and A advisory on the Internet/Digital Media and Network Infrastructure industries.

While in college, Drew worked in the private equity group of Cascade Investment in Kirkland, Washington, as well as for Asia Pacific Investment Partners, a Hong Kong-holdings company focused on real estate and mining investments in Mongolia.

Drew received a B.A. in Economics and Mathematics cum laude from Claremont McKenna College in Claremont, California. He was a Robert Day Scholar, two-time Bill Gates Investment/Michael Larson Asset Management Fellow, and served as a student representative on the Claremont McKenna College Board of Trustees. He serves on the Advisory Board at Rubicon.

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Connect with Drew Oetting:

Read the Full Transcription of the Interview:

Alejandro Cremades: Alrighty hello everyone and welcome to the dealmakerr show. So today. We have a very exciting founder founder investor I mean managing now 8,000,000,000 you know his firm I think that we’re really going to enjoy this one and really find it inspiring so without farther. Do let’s welcome our guest today. Drew Aing welcome to the show. So originally you grew up there in Iowa so give us a little ah walkth through memory lane. How was how was life growing up.

Drew Oetting: Um, hey thank you very much for having me.

Drew Oetting: Yeah I grew up in Iowa City Iowa um which is a small town. It’s small college town where the University Of Iowa is based my parents were you know, grown up the south but they moved there for the university it was it was awesome a great place to grow up. Um, it’s ah. It’s maybe not the most exciting place. Um, you know when you get a little older but um, it was a place that’s sort of maybe like classic americana growing up very good public schools. Um and safe place to grow up and and my parents still live there and my grandparents are there.

Alejandro Cremades: So how how did the obsession around goal and investing How did that come about. It’s quite the combo.

Drew Oetting: I Love it I go back. Fair amount.

Drew Oetting: Yeah, yeah, know so I’ve tried to trace back why because those 2 things have been pretty forming in my life and maybe that’s Chris golfing investing is like maybe a very stereotypical combo. But um, my parents’t play golf. My parents are nothing about investing had a friend whose father was a. I thought was really cool and he golfed a lot and so I started golfing and um and I think golf was interesting to me because you get treated like an adult very quickly as a kid if you’re good at golf because most of the people you’re playing with are you know are adults are older and so a lot of the first conversations I remember having about. Business about life. But you know hearing about people’s you know, divorces and and and sort of adult conversations came when I was you know 13 fourteen fifty and and and playing a lot of golf. Um, so I think I think it it formed me that way and then investing I just a bunch of really good teachers that sort of were talking about the financial crisis. Right before it was kind of happening and talking about things and it got me thinking about financial markets and I started reading everything I could I mean there’s not a lot of investing in Iowa professionally for some note um and so I read this book barbarians at the gate and barbar at the gate is a story of Basically the lbo boom and really Henry Kravis and George Roberts sort of kk buying a v navissco and they had gone to this schoollamont they played golf there actually um and then my mom I told my mom about this and my mom got a recruiting letter where I got one but my mom opened it from claireon macow.

Drew Oetting: And she said this is that school you’re talking about and you know where those investor people win and they will you play off. So um, really the combination of those 2 things is or what? um, really propelled me to go to Clair Mckeno where I studied math and finance and that I was lucky to have a scholarship there um through the bill gates investment. Ah group. Um, and so the the 2 things really did influence a lot of of where my ah of where kind of I ended up today.

Alejandro Cremades: And what would you say that you’ve taken from the game of golf that you’ve applied you know to the professional side of things. So.

Drew Oetting: Um, well I’ve kind of had 2 relationships with the golf. So as a kid golf to me was everything was an obsession. It was a very competitive sport. You know I I you know of course as as a kid you always give me professional athlete by the time I went to college I realized that probably wasn’t gonna be the case but you know. I hated playing badly I hated making mistakes. Um, and so you know I think it taught me a lot of you know drive and competitiveness. It’s an individual sport There’s no one else to blame which is really true of investing I think as well and and. You know, maybe to some extent entrepreneurship. You need to have you need to at least believe that you’re responsible and then you know you you can determine your future. Um, and then I had the second and so that after college kind of gave it up. We were building our business we were you know, cofounding companies and investing companies and stuff and I didn’t play off for 5 years Um, but eventually I kind of famous and went found my way back to it and I have a totally new relationship with now where I’m just unbelievably appreciative of it. It’s like it’s it’s an incredible way to spend time with people and and it’s also I just feel so lucky that I get to do it and play all these courses now that as a kid I only dreamed of so I’ve kind of had. Really 2 different relationships with it and both were you know both have been important but today I’m I’m certainly not ah I’m not trying to you know, not breaking putters or anything over my knee like I used to as a kid.

Alejandro Cremades: And how how does John Longdale you know come into the picture I mean for the people that are listening John was one of the founders of pal technologies which right now is valued at 17,000,000,000 and he’s also done a bunch of other. Incredible stuff. So so how does he come into the picture in your life.

Drew Oetting: Yeah, so so Joe and I have worked together since um, really since I was out college and we were introduced by a friend of mine from claraome Mckenna so you know after I left Iowa went to went to Claremont Claremont Mckenna ‘ is a very small school only about you know 1200 folks outside of Los Angeles creible place and I would say ninety plus percent of the you know of the relationships I’ve built in business and and really and personally you know, kind of originated from there. Um, and so a friend of mine a guy named Clint Paulus um made the introduction he even where he had left. Clamont early and gone to work at Addappar which was a company that Joe started after he started pallanier. Um and Joe was looking for a chief of staff and Clint thought I’d be a good fit for it. So I really owe I really owe a trip plant for that introduction. Um, and so yes, so Joe had yeah he was one of the really. And inters of Paypal and then he had in its very in his early 20 s started palantier and then he had he had left and started to build outta park which was a software company for wealth management and he’s been obviously a huge driving force and in my life and also we’ve you know, worked together for the last eleven years

Alejandro Cremades: And that’s amazing now. Let’s talk about formation 8 you know which is the um, you know when you started getting your feet wet. You know with the whole you know venture world and and venturing vesting how was that you know you you also got to experience how to raise a fund from scratch. You also got to to have the insight to that and and it was not in the traditional way. It was quite unique. So how did you guys go about doing that. Well.

Drew Oetting: Yeah, so it was it was pretty funny. So when I started first working for job. He was still the Ceo of adamdapart and um he was he told me he wanted to they he were he was building a venture fund formation a with a couple other partners and he remember when he first met him. He said well you know venture capitalists are pretty lazy. So I’m going to do both I’m just going to be a Ceo and I’m ah you know maybe I’ll hire a president at out ofar and then um, you know then we’ll have the the venture fund but I see every deal already. You know be prolific angel investor before being a venture capitalist and so you know we’ll just kind of figure it out. And then like a few weeks later he kind of came to me. He’s like I think I’m going to replace myself Ceo of Aapar because you know I don’t want to raise a small venture fund I want to raise biggest first time mentor funds since the since the crash and I don’t think. Just going to be able to do it. You know I’m also the Ceo of a company and um and I never forget that conversation because it was it was this really interesting moment and what ensued after was that Joe basically approached fundraising as a again in a deterministic and very entrepreneurial way. So most metro funds raised from endowments fund funds banks charving well fundst cetera and ah we now work with a lot of those groups. We’re fortunate enough now to but when you’re first starting out very few of those groups want to take a shot on you and Joe’s track record as an entrepreneur had been incredible and angel investor we hadn’t never been a Vc use.

Drew Oetting: Twenty Eight Twenty Nine at the time. Um, and so basically we raised from whoever would invest and he went to a lot of the angel investors in palantir and out of hard other people and and seven days a week we would take meetings and we did meetings for a year and I watched him just not even it wasn’t even really a grind because he enjoyed it mean it was just like it was like being at a when you’re early at a startup and you trying to sell product and you’re going all over trying to sell um and it was it was so we ended up raising four hundred and forty eight million dollars for that fund which is a great first time fund. Um. But we had 282 and limited partners in that fund. So if you do the average and and there was about 50000000 from from 1 1 group. So if you do the math. You know it was. It was very small checks. It was people making basically making angel investments in in our fund. Um, and so every time I talk to people. Who are you know, fundraising or venture funds or even you know startups raising money. Um, and they talk about minimum check sizes or they talk about you know, only working with institutions or whatever I’m always just like well I mean I hope that you have that luxury but you may actually also learn a lot more if you raise. If you kind of go and and do the hand-to-hand combat and I will say like some of those investors who put in maybe a million dollars in that first fund some of them invest $50000000 with us now in every fund and some of them still only invest $1000000 and it’s there’s some of the strongest relationships that we have both in life and professionally.

Drew Oetting: Started by those people who bet on you early? um and so it was It was definitely a unique unique way to get into the the venture business. But um I’m very grateful for it.

Alejandro Cremades: And obviously that’s how a lot of people I mean I guess say what did you learn about activating relationships or activating your network because that’s a hell of a lot of you know people investing.

Drew Oetting: Yes, so I would say that Joe is ah like many people who worked at Paypal and from that kind of crew but very first principles thinker and so one of the first principles of venture that he ah you know that’s sort of obvious is. The relationships are where the deal flow comes from um and so you want to both put yourself into the right networks but you also want to treat that that network as an asset. Um, and so very early on might. 1 of my you know one of my jobs was basically to manage the process. The lists the datasets around our network and it was critical during that fundraising period of time and I think most people grasp that because they say well listen I need to raise money. There’s a subjective I have to figure out how to get to the money you know. Think people understand that um, but it’s not just critical for fundraising. It’s actually even more critical when you become when you’ve become an investor and you’re a venture capitalist and you need to you need to source investments you need to help your companies raise money you need to help your companies get customers. Um, and so really from day one. We talked constantly about network management and Joe had I think um I think Peter Thiel had had given this advice but I can’t but it was it was the concept when J P Morgan was being built. Um, there was this idea that the senior bankers you know.

Drew Oetting: Back in the day there was no internet. Everything was the information right flowed through networks and so these senior bankers were expected to host dinners. You know, events at their homes. Basically every night of the week because that was how the information flow. Um, and we kind of took that approach where you know up into the pandemic we were doing you know over 150 events every year and some of those would be small ten fifteen person dinners. Some would be 400 person you know barbecues. Um, but it was. Approached very much like a process a workflow a lot of resources. A lot of senior people’s time thinking about it. It’s not something we outsource um and then underneath that was also the systems to manage it because there’s a lot of data tons of it’s obviously coming through email calendaring. Um, you want to see the result of it like did the time that I spent with these individuals actually lead to to business outcomes. Um, and so ah, both on fundraising but also um, you know, kind of holistically at our business. We’ve been pretty obsessed with network management. Um. Kind of from from the beginning.

Alejandro Cremades: Now in this case with with formation 8 not only you guys were investing but then also helping companies in getting started. In fact, you know 1 of them affinity you know, incredible success. They’ve raised over one ah hundred and twenty million and also resilience. Has raised over two point five billion I mean where you are officially you know cofounder on both. So I guess you know there’s there’s like really interesting stuff that I’m sure that you’ve learned I think I in a nutshell you know, like just for the people that are listening. What are those 2 companies doing. And then also what is the biggest lesson that you’ve learned you know from from these 2 companies. So.

Drew Oetting: Yeah, um so affinity grew out of the process which I just outlined which was basically I was you know this was started when I was ge chief staff along with Joe and and then the current co ceos who are basically the 2 smartest engineers at Stanford. At the time so I used part what I used to do as relate to nevermare I used to just kind of hang around after Joe would give talks at various engineering schools and then I would just meet everyone and just kind of see what they were doing um and um and so you know I was just chief of staff I was managing this process of network management poorly manually. Excel and hack together crns and stuff and I said this got be a better solution for this and then Joe was like well I want it done like 10 x better than it is now and I was like well there’s no way we we’ll do this, you know maybe I was just very lit. Maybe I was lazy but I was like there’s no way room. We’ll do this without software this has to be software to integrate. Um, you know. To the actual sources of data. Um, and so you know Ray and shubi the yeah you know the the ceos and and cofounders of affinity. Um, you know can’t kind of convince them to work with us over the summer along with paigjmon and mar from ah fairvc. And we kind of scoped out the initial and Mvp and then they ended up you know deciding to to leave to work on it full-time so affinity you know was a need that we knew intimately. Um, it was ah it was a problem that I was experiencing every day. It was an existential business sort of workflow for us.

Drew Oetting: And we were a great testing ground for it. The other thing is we had the first two hundred to 300 customers ready to go because we knew other venture funds. We knew other project refunds. Um, and so that was one where we started a company um you know based off ah sort of a need that we were intimately involved with as a. As a fund and we’ve started 4 companies other software companies that way. Um, and then resilience is not a company. We could have started in in two thousand and thirteen fourteen resilience we started um, facing April of 2020 um so right as the pandemic was kind of fully. You know, kind of I think being a fully appreciated for the for the downstream effects. It was going to have and that was a company that we we also couldn’t have started a loan so we started that company with Bob Nelson at Arch who’s obviously one of the the sort of the history’s best biotech investors and and really. Just it been a mentor for us as we moved more and more into healthcare. So we’re very fortunate to have you know to to be friends and have a relationship with him and we started talking about the intersection of national defense and biotech. Um I had been spending time kind of in the in the first. Few months of the pandemic um initially on the nonprofit side and then and then working sort of more with governments on helping source pp so we were you know it started because my mom basically didn’t have any Pb um, you know she was working in the covid wars at the University Of Iowa

Drew Oetting: Think this is crazy. You know was talking to friends about it. A friend of ours Robin Chan who had really good relationships in China found some stuff brought it over bought it gave it to the donate the years of Iowa when it ended up starting this sink operation mask which is ah which was ah sort of a nonprofit that really helped. Just deal with the sourcing and then procurement of Ppe because it had totally changed so and then the ppe problem as quickly as it went up. It did then like all of a sudden there was like infinite ppe and it was amazing. How quickly that kind of solved but we were talking about supply chains and means of production. Um, and as it related to to national security Bob has a big interest in national security. He’s ah he’s a real patriot and um and obviously he’s an expert in biotech and we were talking about the common problems that our biotech companies were having with manufacturing which actually predated the pandemic. It’s credib, expensive to manufacture. Selling gene therapies r I medicines sort of advanced biologics and there’s large delays. There’s sometimes quality issues and really the most you know, um, the most successful company. Most forward thinking company most technologically advanced company wooshi. Um. You know was largely based in China and so um, you know there was There’s obviously some some significant issues thinking through how our companies were going to work with um, a manufacturer that was that was based in China um, both for supply chain reasons and for national security reasons and so we said well let’s build the.

Drew Oetting: Aws of bio manufacturingr here in the United States all the innovation is here or a lot of it’s here. Um, and why should we manufacturing not be also an expertise that we have why should we? Why should we? you know, take something that is really one of the biggest cost centers and a very high margingin part of the ecosystem. And just sort of give up on it. Um, and so at that point in time we were very lucky because it probably taught me the benefit of timing. Um, it’s tough to do as an entrepreneur like you want to start a company. You should start it right? But if you if you if. Sometimes if you start one at the right time it can just make a lot of things easier and with that because the pandemic was on everyone’s mind because these problems were very salient. We were able to recruit some of the best people right? off the bat in the industry build the best board that i’ve. Ever been lucky enough to serve on I’m easily the least impressive person on that board and then also we capitalized it along with arch and a few others so we could hire the team but then we immediately went and raised $700000000 um, and that enabled us to actually go and purchase. Already operational facilities which enabled us to get into the game immediately or yeah, almost immediately. Um and capture a lot of that tailwind that was coming it also allowed us then to have financial you know wherewithal to actually go and raise.

Drew Oetting: Additional money and continue to repeat that process. Um, it also sort of you know, crossed hairs with like sort of 1 of the lowest interest rate environments we’ve ever had so it was it was easier to raise money I don’t I think there’ll be a tougher strategy to do now but it taught me 1 the power of focusing tons of really talented, really senior really expert people at the right time where there’s this big tailwind and how you can quickly move but like magnitudes faster if you have that and. You know I’m not sure whether you can force that into existence all the time as an entrepreneur but it’s something to definitely watch for as you’re going through your entrepreneur journey. Do I have those tailwinds or are they upcoming.

Alejandro Cremades: So so eventually formation 8 transitions to 8 vc and that’s the and the firm that you guys are running today. Why did that transition happens happen. Okay.

Drew Oetting: Yeah, it’s a it’s pretty interesting story I assume that these types of things happened all the time but it’s it’s not as common. So basically we did 2 funds with some former business partners of ours at formation a um, there was really 3 general partners there I was obviously the chief of staff I was just a you know a kid. Um, and really we operated. We just had basically different operational cultures and also a very different focus so the original thesis of formation a was actually that we were going to help invest in companies here in the United States you know the kind of companies that Joe you know knew really? well. Um, gonna help them go to market in Asia um, and it was a great idea and in certain instances it worked um but on a lot of the enterprise stuff. The companies were not mature enough to really do business internationally especially in markets as complicated as you know. South Korea um you know and as competitive as China and so a lot of um, you know a lot of that original strategy turned to actually you know the the teams are on the ground there very talented senior people they started looking at doing deals so we ended up in a world where we had early stage. Us almost all enterprise and healthcare focused investing coupled with what would became later stage. Um, you know deals in in South Korea in Singapore china etc. And so there was this strategy drift occurring and then just culturally.

Drew Oetting: Um, you know we had this obsessive very like startup probably very chaotic and and you know throwing hundred fifty events a year and running around ah kind of way of operating which just was different than our other business partners. Um, and so um, yeah, we couldn’t have started. Gotten in business without them. They were instrumental to that and brought a ton into the table that that we didn’t have um but it just was clear that you know we probably if we all sat down and realized we’re weren’t going to work together forever and we wanted to be somewhere where we were doing that. So. You know I think most venture firms would have just raised another fund raised another fund and kicked the can down the road and then eventually there’s some big blow up. Um, but I always have had so much respect for the fact that um, you know Joe and and Brian Jim actually went through the pain of. Of separating things out and in retrospect it looks easy of course. Yeah, yeah, we’re like yeah you know you just do you just do it but we were a fund that was two years old or three years old and we had just we just spent you know a year and a half like I mentioned raising money like you know. Nickels and dimes you know at the street corner to then finally have some success on those investments quickly and then get all the institutions in to our next fund and then decide hey actually we’re not doing own right? that it’s actually very rare that that’s happened and I I have so much respect that? um.

Drew Oetting: You know because I wasn’t a leader there but that the leaders that were there. You know had the foresight to do that and the pain to do it and I also feel very fortunate that that our limited partners are investors. You know, 90% of them stuck by us as we made those transitions and um and it was easily I think the most formative. Thing that’s happened because when we were able to do that we were able to now completely operate the way that we wanted. We weren’t a company inside of a company. We were just a company. We were able to hire people compensate people and you know performance manage in the way that we wanted. Um and you know I think that you know. Jim and Brian and the other folks who left were able to go do that too which is great. Um, so it was a is a big It was ah a really ah instrumental part of my life seeing that happen.

Alejandro Cremades: No kidding now you know obviously today advc incredible success. You guys have seven billion that that you’re managing I guess for for the people that are listening to get a ah better understanding. What are the kinds of companies that you guys are investing in. What gets you guys? Excited yeah.

Drew Oetting: Yeah, well so we’ve we started with enterprise software right? The the original thesis of what we were investing in back in 2012 was really following from what Joe had been focused on and he was one of the earliest people to which was we called the smart enterprise the idea was that the same types of platform businesses that were built. Um, in the consumer world. We’re going to permeate the enterprise world or people’s work lives and you’re going to be able to build and and that really takes the form of workflow software. You capture the workflow and then you have the potential and because you have the users you control the data structure to build a real platform. Um, that seems pretty obvious now I think most people get that. Um, but that was the first way that we really were investing in a lot of verical software companies that we hoped one day would build sort of an operating system be the system of record within an industry and we were pretty comfortable with verticals because you know palinsier had. But most you know a lot of time in government when no one would touch that and then they went to finance and then they you know they kind of move by vertical attapar had been very successful wealth management open gov another company that Joe started and in in municipal government software um, and then we started seeing a lot of the best technical people leaving. Enterprise software companies and consumer internet companies. So you know people were leaving the pallaniers and facebooks and salesforces and googles of the world to go to what looked to us like biotech companies and we were confused um and didn’t fully understand it.

Drew Oetting: But we kind of had a rule that ah one of the great things about being early stage and doing a lot of seed investing is that you get to put bets behind stuff. You don’t totally understand when you understand the people and the quality of the people so we started making like springangngle seed bets in these people that were coming pitching us who had previously worked at Twitter right? people like a lot gil. Um, or they had previously worked to Facebook or they had previously worked at you know pal here. Um, and we were so we we started kind of seeing this talent migration towards biotech and we were also lucky because we had an intern at the time who was out of the bioinformatics program at Stanford. Name’s Francisco Madz and he’s now a partner and runs our biotech program so you kind of see where the story goes but he ah he basically came to us at 1 point. He’d been working on enterprise software companies. You know consumer companies because he was an incredible computer science and data scientist right? That’s the reason he was working with us and he finally came to us and was like. All right? You guys want to like actually do this spytech thing and understand what’s going on or like what and we were. We were like what what do you mean? he goes well. The reason that all these this talent is migrating. There is because all the most interesting technical problems exist basically at the intersection of you know. Genomics and cellular engineering and but there was and he kind of told us this this the the framework that now we have today which was that there was a set of technologies which all ended up converging really with the last one being crispr so you had sequencing technology which is you know Illumina.

Drew Oetting: Famously known for you had microfluidics. It’s the ability to actually um, you know move individual cells around. Um you need a cloud compute right? So you have the ability to and and some bio specificific tools as you the ability to to deal with all of this incredible amount of data. And all the costs and all those things are going down but you didn’t yet have the ability to in a in a way similar to to software actually create edits and and there was no abstraction layer on that so they were using really like clunky ways to actually make the edits so everyone knew what edits. Wanted to explore or they didn’t yet have a way to do it easily crispr you know and then now subsequent technologies are even better really changed that and that happened um you know only a few years ago and so there was this real wave happening. Um because talent was migrating towards some those interesting problems. So we started leaning really heavily on that. Um, and so you know now what we call bio mit which is really you know it’s biotech but a lot of it is actually tools services manufacturing like resilience um some therapeutics but but a lot less than maybe a traditional biotech firm. Um, that’s become a huge big kind of second pillar of what we do and so the smart enterprise has changed a lot application layer software is is much more competitive now. So that world really has shifted now down the stack to you know, software infrastructure and also shifted to businesses that have.

Drew Oetting: More? um harder involved so like in defense a software only company is really hard to build right now because pallanir and other systems kind of have ever really dominated but companies like Andril and epius and ceronic who’s right here our newest one we’ve we’ve built um, ah. Are building systems so hardware plus software plus in many cases you know, Ai or or some sort of machine learning. Um and and so the the composition of the companies has shifted but I think that the theme which is like the role of computation in the sort of non-consumer world. Has always been the place that we’ve been focused.

Alejandro Cremades: I Love it now. There’s probably a lot of people that are right now listening you know that I will probably will love to reach out and say hi. So what is the best way for them to do so.

Drew Oetting: Um, and send me an email at is probably the easiest way pretty direct. Yeah.

Alejandro Cremades: Amazing! Well hey, easy enough Drew thank you so so much Drew for being on the dealmaker show today. It has been an honor to have you with us.

Drew Oetting: Um, hey thank you so much for having me I Really appreciate it.

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