Asheem Chandna

Engineer to operator to VC

I studied electrical engineering at Case Western Reserve University and stayed on for a masters degree in computer engineering. The next few years, when I worked in product architecture at Bell Labs, were foundational. They gave me a thirst for knowledge and the ability to think with rigor and humility. After that, I moved into product management roles at high-growth companies like SynOptics and Check Point Software, where I spent time alongside hardworking and brilliant colleagues. It’s also when I learned the most important aspect of marketing: taking complex ideas and distilling them into simple nuggets of truth. This mindset remains a touchstone of my work with founders.

Since joining Greylock in 2003, I’ve acted as a bridge between our firm and the companies we invest in. I’m fortunate to be able to draw on my experience to relate equally to engineers, salespeople, and customers.

Start with listening

Some of my best investments have come from getting to know and then funding founders at the concept stage. It’s never too early. If there’s an insightful person with thought-provoking, original ideas, I’d like to be there at the whiteboard, helping them shape their strategy.

I’ve done the zero to IPO journey (or zero to multi-billion dollar acquisition) many times over — with Palo Alto Networks, AppDynamics, Sumo Logic, and others — so I know what to look for at the earliest stages. And, most importantly, I know how to help founders turn the sketch on the whiteboard into a strong business — and a strong narrative.

I remember working with Rajiv Gupta, the visionary founder of the then fledgling startup Skyhigh Networks, one Friday night in early 2103 in a windowless San Jose conference room. The RSA conference was opening that Monday in San Francisco. Rajiv knew he had a breakthrough approach to cloud security. But the articulation wasn’t clear and so I tried a dose of reality. “The product is early,” I said. “We have no messaging, no VP of marketing, no website. We’re not ready.” It was a tough message but I felt my role at this moment was simply to be candid.

Rajiv listened, but he wanted to keep brainstorming. Soon we found ourselves, side-by-side in front of the white board, trying out key messages, crafting use cases, and wordsmithing clearer definitions. A picture began to emerge. The Burmese food we had ordered remained largely untouched as we took turns scribbling, diagraming, and testing one another’s ideas. Suddenly Rajiv stepped back from the whiteboard and said to me: “We don’t just have a company launch here,” he said. “We are inventing a new product category.” By noon Tuesday, the Skyhigh booth at RSA was mobbed. Gartner would soon christen Rajiv’s concept as “Cloud Access Security Broker.” CASB was launched.

Complex ideas, simple terms

Over two decades at Greylock, I have worked with people of varying experience and with radically different work styles. I adjust to the unique ways that founders like to work. When they have gaps in their abilities and skills, which even the best founders have, I help them to bridge those gaps and break through obstacles. I see myself as part of their team, dedicated to their success. I serve as a thought partner, approaching problems with a structured process so the founders can uncover an original insight that will advance the business. At every stage, I work with the founders to persuade world-class talent to join the team. All great companies, after all, come down to people.

I admire grit and perseverance – and have come to view them as indispensable qualities in founders. I want to work with individuals who are highly invested in their company and are eager to make sacrifices. An early-stage founder will always face some challenges. But if they value collaboration through rigorous thinking and clear communication, I’m confident we can win together.