Victor Ho

Three years ago, we launched Wisdom Ventures with a clear intention to support founders building at the intersection of well-being, human connection, and transformative tech. Since then, we’ve made 37 investments from our oversubscribed "minimum viable" $10M Fund I, backing early-stage companies in physical and mental wellbeing, women’s health, ethical AI, and human connection-centered innovation. We’ve always known we are on to something—what we didn’t expect was how quickly the data would back it up. Recent industry benchmarks show that most 2022-vintage emerging funds are experiencing the usual J-curve dip. In contrast, Wisdom Ventures is showing strong early performance: 📈 Net IRR (internal rate of return): >10% 📊 MOIC (multiple on invested capital): ~2x* ⏰ Median investment age: 18 months 💥 ....and # of our companies have a diverse founder by gender, race, or sexual orientation: 75% As we get ready to make our 38th and final investment out of Fund I and start deploying out of our significantly larger Fund II (first close May 1st), we’re filled with gratitude—for our founders, our LPs, our early supporters, our early believers, and this growing movement toward a more conscious, connected future, fueled by innovation from the ❤️ *Based on most current reports **Not in photo: Our fantastic operating partner, Zoe Rogers #WisdomVentures #ImpactInvesting #ConsciousTech #Wellbeing #AIForGood #FutureOfWork #VentureCapital

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Founder Fellowship applications are open at South Park Commons and due Feb 2nd. We support founders in -1 to 0. How early is that? Just look at the numbers. Fellowship companies so far were: >99% pre-revenue (there was 1) 85% pre-product (nothing built) 59% pre-idea (not sure what to build) We mean it about -1 to 0. The Founder Fellowship is the only program that invests this early with the kind of terms we offer: $400k for 7% and $600k in the next round. For overwhelmingly pre-revenue/product/idea founders. This is possible when you specialize in -1 to 0. Or in SPC's case, define it. We've spent nearly 10 years developing the -1 to 0 philosophy because we firmly believe it's when your company actually starts. Not with an idea, but when ambition takes hold. -1 to 0 requires patient capital. The Fellowship isn't a sprint to demo day. The right idea can take time. We spend a median of >7 months with teams before they raise their Seed and continue to partner long after. We're on your timeline, not ours. First idea doesn't work? No problem. We're used to it. You still have access to the SPC community, offices, programming, and staff. So on to the next, bigger, better idea. Our whole structure gives you the time and support to discard good for GREAT. The size of each fellowship is also key. We average 2 companies per member of the investing team. Every partner will work with every company. I will work with every company. We love O(N^2) connectivity. Why do we want people to take more time? So they can take more risk and build the kinds of companies that excite us. More technical risk, more market risk. It’s the only path that makes sense at venture scale. Sector is irrelevant. Scale of ambition is what matters. Recent fellowships had novel foundation model architectures, automated manufacturing, AI gaming, humanoid robotics, agentic drones, and software for everything from law enforcement to construction to AI advertising. We built the SPC Founder Fellowship to support you at the earliest stage, when it matters most. 💰 $1M in funding 🤝 Bespoke support, small cohort, open timeline  🚀 SPC community membership, offices & programming Don't miss the deadline!

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Never stop learning...., especially from top mentors and organizations... After a few years in PE/VC industry, I signed up for the PE/VC course at University of Chicago, organization that currently has itself over USD 3 billion of investments in private equity and venture capital. The course is led by Scott Meadow, who shares his 40+ years of direct investment experience as a principal investor in firms and partner in PE/VC funds. The program is designed by the The University of Chicago Booth School of Business faculty, including Steven Kaplan, most quoted academic expert on how PE and VC funds work, and the author of the Kaplan-Schoar Index (see link in comments), used now as an industry standard, and reported by Preqin and others. The program brings together leaders from around the world, current and future start-up founders, PE/VC professionals, hedge funds and family office managers, and corporate officers acting as LP's. Every time I come to Chicago, I search for newest trends, deep understanding of business issues, but also for energy and inspiration coming from discussions with peers.

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I’m thrilled to announce defy.vc’s investment in Birches Health as part of their $20M combined Seed and Series A funding round, alongside incredible partners like AlleyCorp, General Catalyst, Will Ventures, and others. As someone deeply passionate about backing companies that tackle important problems for our society, I couldn’t be more excited about what Birches is building—a national virtual clinic dedicated to treating gambling addiction and related behavioral disorders like gaming, sex, porn, and internet addictions. What excites me most is Birches’ innovative health assurance model: proactive, accessible, and affordable care that’s evidence-based and delivered right at home. With the explosion of legal sports betting—think nearly $1.5 billion wagered on this year’s Super Bowl alone—we’re staring down a looming public health emergency. Traditional options like hotlines or generic therapy fall short for this high-acuity issue, but Birches changes that by offering specialized therapy from trained clinicians, multimodal treatment, and peer support, all covered by major insurers like United Healthcare, Cigna, Aetna, and Blue Cross Blue Shield. It’s available in all 50 states, breaking down geographical and financial barriers that have left so many without help. The impact is already profound: 96% of patients report an improved quality of life, and 94% give Birches a 5/5 rating. By partnering with state governments, payors, and policymakers, Birches is pushing gambling addiction into the spotlight of behavioral health conversations, where it’s been neglected for too long—often leading to shame, worsened outcomes, and higher suicidality risks. This funding will supercharge their growth: expanding the provider network, boosting clinical excellence, scaling infrastructure, and deepening insurance and state partnerships to meet surging demand. Very excited to partner with Elliott Rapaport and the entire Birches team! See more about our POV in the blog post linked in the comments. #GamblingAddiction #BehavioralHealth #HealthTech #VentureCapital #Innovation

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According to Crunchbase, women-only founding teams received less than 2% of global venture funding. Yet across sectors, women-led companies continue to outperform on ROI. At DFX, we meet hundreds of founders each month. Innovation scales faster when capital reaches diverse hands. Always tracking investors actually funding women-led innovation. I found a list from Ivelina Dineva, funds actively writing checks for female founders across AI, Fintech, Climate, Health, and beyond. Here are funds worth keeping on your radar: 𝗙𝘂𝗻𝗱 𝗻𝗮𝗺𝗲: Operator Collective 🔆 ◾Mallun Yen- Founder & MP ◾Dana Marohn & Haley Brannan - Partner ◾𝗦𝗲𝗰𝘁𝗼𝗿𝘀: B2B / Enterprise (operator-LP model) ◾𝗛𝗲𝗮𝗱𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝘀: SF, California 𝗙𝘂𝗻𝗱 𝗻𝗮𝗺𝗲: Amplifyher Ventures ◾Tricia Black - Founder & GP ◾Meghan Cross - Partner ◾𝗦𝗲𝗰𝘁𝗼𝗿𝘀: Commerce, Care, Connectivity ◾𝗛𝗲𝗮𝗱𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝘀: NY 𝗙𝘂𝗻𝗱 𝗻𝗮𝗺𝗲: FreshTracks Capital ◾Lee Bouyea & George Whalen III- GP & Managing Director ◾Cairn Cross - Co-founder & Managing Director ◾𝗦𝗲𝗰𝘁𝗼𝗿𝘀: Tech, Consumer Products, Clean Energy, Advanced Manufacturing, Health/Wellness ◾𝗛𝗲𝗮𝗱𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝘀: Shelburne, Vermont 𝗙𝘂𝗻𝗱 𝗻𝗮𝗺𝗲: 1843 Capital ◾Tracy Chadwell - Founding Partner ◾Gwen Weiss - Partner & CFO ◾Sharon Rodriguez - VP ◾𝗦𝗲𝗰𝘁𝗼𝗿𝘀: AgeTech/Longevity (Health), plus selective tech/fin sectors ◾𝗛𝗲𝗮𝗱𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝘀: Greenwich, Connecticut 𝗙𝘂𝗻𝗱 𝗻𝗮𝗺𝗲: CapitalT ◾Janneke Niessen & Eva De Mol Ph.D - Founding Partner ◾Corinne Vigreux - Cornerstone Investor ◾𝗦𝗲𝗰𝘁𝗼𝗿𝘀: Climate Tech, Future of Work ◾𝗛𝗲𝗮𝗱𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝘀: Amsterdam 𝗙𝘂𝗻𝗱 𝗻𝗮𝗺𝗲: Precursor Ventures ◾Charles Hudson - MP ◾Ashtan Jordan & Marina Girgis- Principal ◾𝗦𝗲𝗰𝘁𝗼𝗿𝘀:  Life Sciences, Healthcare ◾𝗛𝗲𝗮𝗱𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝘀: SF, California 𝗙𝘂𝗻𝗱 𝗻𝗮𝗺𝗲: Epic Angels ◾Maaike Doyer - Founder ◾Hester Spiegel-vdSteenhoven - Partner ◾Andrea Davidson - Investment Comittee ◾𝗦𝗲𝗰𝘁𝗼𝗿𝘀:  All Sectors ◾𝗛𝗲𝗮𝗱𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝘀: Singapore 𝗙𝘂𝗻𝗱 𝗻𝗮𝗺𝗲: Capita3 ◾Pamela York & Sara Russick - Co-founder & MP ◾Kathy Tune - MP ◾𝗦𝗲𝗰𝘁𝗼𝗿𝘀: Healthtech, Deeptech, B2C, B2B ◾𝗛𝗲𝗮𝗱𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝘀: MPLS 𝗙𝘂𝗻𝗱 𝗻𝗮𝗺𝗲: Conscious Venture Partners ◾Jeff Cherry - CEO Managing GP ◾Joseph W. & John Key - GP ◾𝗦𝗲𝗰𝘁𝗼𝗿𝘀: Healthtech, Sustainability, Impact Investing ◾𝗛𝗲𝗮𝗱𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝘀: Maryland(Baltimore) 𝗙𝘂𝗻𝗱 𝗻𝗮𝗺𝗲: G9 Ventures ◾Amy Griffin - Founder & MP ◾Anna Doherty - Partner ◾Elena Rodriguez-Villa - Chief of Staff ◾𝗦𝗲𝗰𝘁𝗼𝗿𝘀: Healthtech ◾𝗛𝗲𝗮𝗱𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝘀: NY The future doesn’t just need more female founders, it needs investors who bet on them early. Hosting an invite-only B2B AI & Fintech Pitch Session this month. Upload your deal or join the conversation at joindfx.com. Use code ELLA for one month free. If you’re a woman founder, don’t miss our Female Founder Circle (check comments). #PrivateCapital #VC #PE #Founders #Community #Startups

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A few weeks back, I watched Maggie Hott, GTM leader at OpenAI, confidently navigate her first board meeting at Unify. Having worked with her through Emergence Capital's Operator in Residence (OIR) program, seeing her immediately contribute valuable insights made me think about how most board members receive virtually no training for this critical role. At Emergence, we've built our firm around developing board excellence. We grow all our partners from within and have established a culture of mentorship focused on board service. Junior investors aren't thrown into the deep end—we pair them with senior GPs to observe effective board dynamics firsthand. My initial experience was at DroneDeploy alongside my partner Kevin Spain, where I got great mentorship before taking on independent board responsibilities. We extend this methodology to our OIR program, where operators learn how to be effective board members. Based on my experience mentoring directors, here are the fundamental principles I share with first-timers for how board members can best support founders: 1. Reframe the purpose: Problem-solving, not reporting If your board meeting is primarily reporting, you're wasting your management team's time. Information sharing should happen asynchronously, with board members engaging with materials before the meeting. This enables the live session to leverage collective intelligence on critical challenges. This rarely happens because many directors overextend themselves across too many boards—another reason we maintain a disciplined investment pace. 2. Master the Socratic approach The most valuable contribution often comes through thoughtful questions rather than declarative statements. Your objective is to enhance the decision-making capability of management. I enter each meeting with 1-3 specific areas where I know I can add value, focusing questions on these topics. 3. Follow-through separates professionals from amateurs Diligently document your commitments, establish clear action items, and execute them. It's crazy how just doing this proactively makes a board member stand out. 4. Understand your unique contribution to the board ecosystem A high-functioning board resembles a great basketball team—you need complementary skills, not redundant ones. In every meeting, I stay conscious of my distinct value relative to others in the room, whether that's SaaS expertise, AI knowledge, or a particular relationship dynamic with the CEO. I calibrate my role based on needs—sometimes assertively addressing areas where others have less experience, other times asking probing questions where fellow members have deeper expertise. -- To my knowledge, Emergence is the only VC firm with a formalized program dedicated to board excellence. It's an investment that yields returns where they matter most—in bending the odds of success for our founders. Founders, I'm curious: What board member behaviors have you found most valuable?

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In today's piece, I'm exploring how on earth every single venture capital fund we see is 'top quartile'. We have invested in venture funds over the past four years and have rarely seen a fund pitching to us that’s not in the top quartile. By its statistical definition, this shouldn’t be the case. And, it is ridiculous we don’t call this out, and 'being top quartile' still passes as the core performance indicator in our industry. Our desire to measure things often pushes us to use metrics not because they are informative, but because they just allow us to measure things. In the case of venture returns, the quartiles are mainly preferred as robust statistical metrics of the empirical distribution of fund returns. But, in the existence of power laws, robust statistics are not robust, and the empirical distribution is not empirical. I try to outline this in the article.

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Today, Camber announced its Series B round. We at Craft Ventures are excited to share that we’ve been investors since the Seed stage and are again participating alongside Andreessen Horowitz. Camber’s platform is transforming revenue cycle management (RCM) for behavioral health clinics, and we couldn’t be more thrilled to continue our partnership with the team. As diagnoses of conditions like Autism continue to skyrocket — with one recent CDC study estimating that 1 in 44 children in the U.S. is on the autism spectrum — the demand for high-quality care has never been greater. Yet, countless providers struggle with timely reimbursement from insurance plans, hampering their ability to remain financially stable while offering critical care. Camber identified this challenge and set out to build a solution that alleviates the financial stress for providers, empowering them to focus on what matters most: delivering life-changing care. Camber began in the Autism category, but its success has rapidly extended into other healthcare verticals including speech language pathology (SLP), occupational therapy (OT), physical therapy (PT), and neuropsychology. Today, Camber serves over 90,000 children across the United States, and the company’s revenue base grew 5.5x last year alone. By unifying RCM, billing, and analytics in one place, Camber has become the go-to partner for small clinics and large practices alike. Many smaller clinics on Camber grow at twice the rate of those without a comprehensive RCM solution — a testament to how much impact streamlined billing and insightful data can have on the health of a practice. One of the core reasons we invested in Camber is its unprecedented access to billions of dollars in claims data. This data advantage enables Camber to deliver best-in-class billing performance by staying hyper-focused on the nuances of each therapy vertical. But it also offers clinics far more than efficient billing: Camber helps them identify new regions in need of clinical services, strategize better payer negotiations, and glean insights that drive responsible growth. With Camber’s robust data platform, clinics can develop custom reports in mere minutes — tasks that would otherwise take weeks of manual effort. We’re excited to support Camber’s mission to transform RCM. We look forward to many more years working with Christophe Rimann, Nathan Lee, Celina Qi, and the whole team as they continue to expand into new verticals, tackle emerging needs in behavioral health, and ultimately improve how providers serve their communities.

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An emerging VC manager's fundraising lessons... the first two funds are a grind. Now, we’re on our third fund, it feels like we’re almost over the hump, but fundraising never gets easy for most of us. I want to congratulate the emerging VC firms presenting at this year’s RAISE Global conference. As former RAISE presenters, and (soon-to-graduate) emerging managers, we thought we’d share this LP Translator, a lighthearted guide to decoding what LPs really mean during the fundraising process. Fellow GPs, which ones did I miss? 👇 The LP Translator 📣 "Let’s stay in touch.” Translation: We’re not interested. “We want to see your track record develop.” Translation: Either we don't believe in your strategy, or we’re focused on managers with more buzz. “We’re not allocating to new managers right now.” Translation: We’re not allocating to you right now. "Show us your deals so we can get to know you.” Translation: We’d like free co-invests if you get something hot. “We need to see more DPI before we commit.” Translation: We don’t really understand VC, but we’re pretending to. “We’re fully allocated for this year; check in early next year.” Translation: Next year we’ll still be fully allocated (just not to you). “Call us before final close.”  Translation: I’m too polite to say no at this time, so I’m kicking the can down the road. “Your fund is too small.”  Translation: Okay, that one might actually be true (for some LPs). “We went through your data room and want to meet face-to-face.” Translation: We’re genuinely interested, keep going! “Can you send us your LPA for signature?” Translation: Let’s go! 🚀 -------------------------- Fundraising is a long game, longer than we ever expected. We're now seeing how LP relationships are built across several funds, not several months. If they’re investing time to learn about you and your strategy, that’s your best signal of real interest. #emergingmanager #venturecapital #LP #RAISEGLOBAL

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What many Founders don't appreciate is that fundraising isn't just a "necessary pursuit of capital." It's an unforgiving crucible that strips away illusions and sharpens your grasp on the business you're building. Fundraising crystalizes what you fundamentally believe to be true about your business, but it also exposes what assumptions you've been coasting on and what you need to test to have any knowledge about whatsoever. Good VCs probe relentlessly, revealing if your idea is built on firm ground or just wishful thinking in disguise. It's a wake-up call that forces you to confront the gaps and the shaky premises that could unravel everything if left untested. The process no doubt forges you in fire. Rejections can bruise the ego and feedback can sting. But if you lean into it, you emerge with a refined strategy, a tighter product, and a team that's aligned on what matters. The pain? It's just the price of building something that the world has never seen before.

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