Perspective
15 June 2026
Venture capital firms are built to evaluate risk, allocate capital, and create value at portfolio scale. Marketing, by contrast, is often treated as a peripheral cost — something portfolio companies figure out on their own, or something the firm addresses reactively when a fundraise or exit demands it.
The result is a structural gap. Deal teams operate with precision and pattern recognition. Marketing functions, where they exist at all, tend to be fragmented, under-resourced, and disconnected from the firm's broader narrative.
This isn't a talent problem. It's a design problem. Institutions that treat marketing as a deployable function — not a series of one-off campaigns — close the gap between capital excellence and market presence.