Rear Admiral Wettlaufer on Creating a Culture of Excellence

Spencer Rascoff

Spencer Rascoff serves as executive chairman of dot.LA. He is an entrepreneur and company leader who co-founded Zillow, Hotwire, dot.LA, Pacaso and Supernova, and who served as Zillow's CEO for a decade. During Spencer's time as CEO, Zillow won dozens of "best places to work" awards as it grew to over 4,500 employees, $3 billion in revenue, and $10 billion in market capitalization. Prior to Zillow, Spencer co-founded and was VP Corporate Development of Hotwire, which was sold to Expedia for $685 million in 2003. Through his startup studio and venture capital firm, 75 & Sunny, Spencer is an active angel investor in over 100 companies and is incubating several more.

Rear Admiral Wettlaufer on Creating a Culture of Excellence

Earlier this year, Spencer had an opportunity through the Navy's Distinguished Visitors Program to visit the USS John C. Stennis, an aircraft carrier. During his time aboard the ship, Spencer met Rear Admiral Michael Wettlaufer, who's spent 32 years serving in the Navy. Throughout his career, Admiral Wettlaufer has received multiple medals for his service, logged 3,500 flying hours, flown 49 different aircraft types and made over 800 arrested landings. To say he's a brave and accomplished leader is an understatement. In this episode, Spencer returns to the USS Stennis for a conversation with Admiral Wettlaufer about leadership. The two cover a lot of ground, including the Admiral's impressive career in the Navy, the importance of teamwork and how to build a culture that's committed to excellence.


Press Play to hear the full conversation or check out the transcript below. You can also subscribe to Office Hours on Apple Podcasts.

Rear Admiral Michael Wettlaufer: So the opinions that I may give are my own and not those of the United States government, the United States Navy or the Department of Defense. How about that.

Spencer Rascoff: All right. The lawyers are satisfied. Admiral, it's amazing to be back here. I was here for, I guess, two nights a couple months ago, somewhere in the Pacific at an undisclosed location. You never did tell me where we were exactly, but we were at sea, and I had an extraordinary time getting to know you a little bit, getting to know your staff, and speaking with so many sailors. I felt like I learned more about leadership and management in those two days at sea than anyone could learn sometimes in a career. I'm grateful that you let me come back here and get some of these learnings on tape, so thank you.

Admiral Wettlaufer: Well, I'm happy to have you back, and it's great that you had some time between then and now as well so you can think about maybe what you saw and the fact that as you came out, and I described earlier to some of the folks in the room, as you come out and you go to the aircraft carrier you think, “I'm gonna see the coolest, this cool giant machinery," right?

But in the end, none of the machinery works without all those young leaders who are at various stages of learning to lead, which part of that is learning how to follow, right? It's an amazing experience, and I am honored every single day just to be involved with those people.

Spencer: So let's start with your career and sort of take a step back. You've had a 33-year, 32-year career in the Navy. Just walk us through, even at the very beginning, why did you join the Navy? Then give us some career highlights to bring us to the present.

Admiral Wettlaufer: It's a great question 'cause it's one I ask myself. You look back after this amount of time. I was a microbiology major in college, and I did not wanna be in a laboratory ever again after I finished my degree. I was thinking about that, what do I do that's gonna be exciting?

Spencer: At traditional college or at Navy?

Admiral Wettlaufer: No, university, Colorado State.

Spencer: OK.

Admiral Wettlaufer: So when I finished school and had a great time learning, loved to learn, but I wanted to change what I was doing, and I have a lot of family members, my dad's family and my mom's family, who were in the military. A doc that my dad worked with asked me the question about a year prior, said, “What are you really gonna do?"

So end of school, graduate, and I went to the recruiting office in downtown Denver, parked in the back, walked in the side door. The first office I came to was Navy officer programs, and I went in and said, “I have this microbiology degree; I don't wanna use it. What do you have?" So two weeks later I take an aptitude exam. A week later, 'cause this was prior to computer-based testing, a week later they call back and say, “Hey, you did well on that test. Do you wanna be a pilot?" I said, “How much does it pay?"

So that's 32 years ago, 32-and-a-half years ago, and I have been challenged and intrigued, curious and rewarded, with great opportunity ever since.

So I started off, went to flight school in Pensacola, Florida. I came out of there flying off the USS America, A-6 Intruders. We were based on the East Coast. Three deployments, two sets of workups, Desert Storm kind of in the middle there, and then I went to the test world, and I had the opportunity to become a U.S. Navy test pilot, so I went to school again. Got to use all the physics and calculus that I had previously, and so I went to test pilot school. Again, great challenges.

Totally different than what I was doing prior to that; not totally, but different in the way you approached it. Got to spend a lot of time operating off ships as well. So a year of school, two years of doing test work, and then I transitioned to the F-18 at that point, and I flew F-18 Charlies operationally. At test pilot school and during the test business I flew 22 to 25 different airplanes, which wasn't unusual at the time.

So I went to Japan and I operated off the USS Independence and the Kitty Hawk flying F-18s, and then I went to the UK and I got an opportunity to fly with the British at their test pilot school as an instructor or tutor, as they say, and did some test work for her majesty on exchange from the United States Navy. And then I went to the Naval War College after that, and so I went and got a master's degree in national security and strategic studies. While I was a test pilot I was fortunate enough to go to the University of Tennessee as an away student and had a master's of science in aviation systems.

So a lot of school along the way, a lot of interesting and diverse experiences, and then I worked in a think tank for the CNO, the Chief of Naval Operations, called the Strategic Studies Group at the time. So our job was to look out in the future and see what future stuff was there and how do we pull it in closer, how do we get there faster. So for CNO Clark, Adm. Clark at the time, that was his focus for us and a great opportunity to work with scientists, see behind some of the doors in our federally funded research and development institutions around the United States, as well as U.S. government labs.

And following that I was fortunate enough to get selected to command an F-18 squadron. Went back to Japan as the XO and then the commanding officer on a VFA-195, the Dambusters in Japan, and operated off the carrier for a few years there, underway a lot, and then was rewarded.

Spencer: Underway; you just used some terminology.

Admiral Wettlaufer: At sea. So underway at sea. If you see the Navy around the United States, we're probably not doing our primary mission. We play the away game, so we play the away game 24/7 so there's some aircraft carrier strike group ships out there, independent strike group.

Spencer: What is that sound that we're hearing?

Admiral Wettlaufer: It is 11:30, so we have to mark the time with the bells traditionally. If you were standing watch and back in the day the tradition is you didn't have a watch.

So the ship lets you know what time it is, and if you're on a four-hour watch you wanna hear those bells get to higher numbers of bells as the time goes on 'cause that marks your watch. So there's 30 more minutes in somebody else's watch.

Spencer: Punctuality. Just one of the many reasons I love the Navy. So here we are, we're sitting on the USS Stennis, an aircraft carrier. You command Carrier Strike Group 3.

Admiral Wettlaufer: That's correct.

Spencer: Approximately 7,500 people?

Admiral Wettlaufer: Right.

Spencer: The Stennis is obviously the largest ship in the strike group, and then how many other ships are attached to the Stennis?

Admiral Wettlaufer: So attached to the strike group I've got five destroyers and the cruiser Mobile Bay, USS Mobile Bay, which, by the way I, deployed with Mobile Bay back in the late '80s and early '90s on the East Coast. You see ships around for quite a number of years, and aircraft carriers are typically around for about 50 years, but that's a little beside the point. The ships that will deploy with us, we won't deploy with all of those destroyers.

One of them is already deployed now by itself, independently deploying forward, doing a number of missions in the Pacific and farther to the west. So we're gonna deploy with some number of those ships. In the past year or so we've been training for that process.

Spencer: By the way, one of the really interesting themes of your career is something that I heard when I spoke with other officers when I was on the ship, which is continuous education. It seems like the career of a naval officer involves a lot of returning to school and then returning back into the force and sort of transitioning between academic and practical.

Admiral Wettlaufer: Absolutely, and not all of it — there's a lot of formal education from flight school or a junior sailor going to learn the first part of his trade, whether he or she is working as a mechanic or electrician or maybe working on computer systems, right? They're gonna get some training initially and then we do a lot of on-the-job training.

So a naval aviator or a junior sailor coming to the ship or coming to a squadron is gonna be in a continuous training process. A lot of that is formal. It's formalized in books or via computer system, or it's formalized by the fact that I've got to sit down with somebody else who knows the subject, and I've got to do a give-and-take education process, on-the-job training. If you're training me on something, you've got to be satisfied that I understand it before you sign me off.

Spencer: There are many misconceptions that civilians like I had or have about the military, one of which is that the career path is a straight up-and-down ladder. You do a certain number of years in a position, you get promoted to the next position, next rank, etc. The naval career feels a lot more like the corporate world, especially in technology. We use this metaphor that your career is like a jungle gym, not like a ladder.

You go up a little bit, to the side, down, over, up some more. Would you agree with that description?

Admiral Wettlaufer: A jungle gym; I would certainly say there's a career path. Don't get it wrong. We have a designed career path, a very typical career path, whether you're a Surface Warfare Officer or Submarine Officer, Aviator, Supply Officer, there's gonna be some typical jobs you have to get, but they're not all in the same place. So similar in the corporate world to your IT analysis or comparison is that you're gonna move laterally, out of one organization, over to another.

You're still in the Navy, but you may work with another Navy or you're gonna move from a seagoing billet to learn maybe more about how the shore side works. It also gives you a break from being in the deployed status to being not so much of a deployed status. So there's some stability aspects of the career that go with that, but there isn't stability in — it's very unusual for somebody to be in one place for a long period of time. So you're gonna move laterally up and down just like you described in the jungle gym.

Spencer: So I wanna talk about teamwork for a moment and how this whole organism fits together. You said something fascinating to me when I was here a couple months ago. I expressed surprise at frankly how much transparency there was about the operations of the ship, and I said, “Don't foreign governments, don't the Chinese or the Russians or whomever, aren't they trying to copy this aircraft carrier?"

And you said, “Firstly, we have a lot of technologies that you're not seeing on this tour, but more importantly it's not about the technology that creates this aircraft carrier. It's about the teamwork that the way this strike group works together and the way the entire Navy works together, and it will take generations for other navies, other countries' navies, to recreate that.

Admiral Wettlaufer: Well, it's a culture, right? Every organization has a different culture.

This organization, particularly the culture around excellence. We can't operate forward in a dangerous environment. You saw on the flight deck one of many dangerous environments we work in, but it's perhaps the most dangerous environment in the world when you're operating the flight deck and we're not getting shot at necessarily up there on the flight deck. It's people, metal, it's machinery, it's a dynamic environment. It's high paced and there's not much room for error because a single error can have catastrophic effects.

So it's that culture that you have to build and maintain, and we've been doing this for a number of years, at least as you looked at the aircraft carrier. We've been fortunate enough to operate and learn over time. None of it's static. We're continuously learning and we're bringing people into that culture a few at a time. It's not like we don't – we don't start from Jan. 1 and we're gonna bring in a whole bunch of new people, we're gonna bring in 5,000 new people to be on the aircraft carrier with the air wing, or 7,500 people start over in the strike group.

It's this continuous process of maintaining that culture and training people into it, acculturating them, and then standards. So the standards have to be owned, learned and owned at the lowest possible level, and you want to have decisions made at the lowest possible level of execution, level of responsibility that you can so that you can have those decisions made rapidly. You saw the flight deck, right? Perhaps one of the most interesting ballets without ballet shoes on.

Spencer: This is fighter jets landing and taking off on an aircraft carrier.

Admiral Wettlaufer: Right. Fighter jets, helicopters; the synchrony of that, the maintenance that goes on, the cyclic nature of that business. And you saw as you described it the team of teams that could potentially be separated and maybe are in the building-up phase as we get ready to start to get underway from maintenance to operations, and you start training in smaller groups or single-ship units, single squadrons.

As you bring that together, the key is that synchrony that occurs when you bring these separate teams together, and the culture has got to be there to allow that to happen. Otherwise, you have stovepipes of excellence and they don't cross.

Spencer: You handed me a little index card here with a quote, which you sometimes do, handing leadership and other quotes out to people here on the ship. It's an Aristotle quote. It says, “We are what we repeatedly do. Excellence then is not an act but a habit." So what does that mean to you? What does a culture of excellence mean? How do you achieve it?

Admiral Wettlaufer: So it's got to start with knowing what the goals are, and you have to translate that. You have to communicate. Communication, I believe, is the hardest thing we do. It's absolutely very, very difficult. It takes continuous attention, and you have to use every medium that you possibly have to communicate: verbally, face-to-face verbally, on a loudspeaker, clock.

The chiming of the clock, right? And so if we don't communicate the mission, the short-term, medium-term and long-term goals in a continuous way, people stop paying attention, right? What do you wanna have? Buy-in. How do you get excellence? Well, you gotta communicate. Gotta know what I'm supposed to be doing. Then you gotta get buy-in. You gotta get past that 51 percent momentum hump if you will, right? You've got to have a self-sustaining momentum, and it's gotta overcome the momentum of sameness.

So the momentum of sameness is we're gonna just sit here and do nothing 'cause I'm perfectly happy in where we are and what we're doing. That's not me. I'm not perfectly happy, right? So you have to have communication to talk about the goals, and you have to have goals, right? You have to have achievable things along the way, and you have to translate those things into action.

So culture of excellence self-assesses. To achieve excellence I wanna shoot really at perfection because if you shoot at perfection you're gonna achieve excellence, right?

It's very hard to be perfect. And you've got to assess, where am I all the time on every single line of effort, and how do you communicate those lines of effort to the newest person in the organization as well as the most senior people in the organization and outside of the organization, 'cause we need support from outside as well.

So that culture of excellence can be self-sustaining if it's self-working. It can't sustain itself without a ton of effort at every single level. So the most junior leader to the most senior leader has to be fully engaged in achieving that mission, whatever it happens to be.

Spencer: I mean so many similarities here to business. The best businesses I think are mission-oriented. Their leadership team constantly communicates to employees why their work is important, how it relates to the broader mission. You have a culture of excellence and standards. In tech we call them OKRs, objectives and key results to try to hold people accountable.

You have some sort of relative advantages and relative disadvantages as compared with companies, I'd say from my point of view. One of the relative advantages is that when you're underway, your employees, if you will, have no access to social media, no access to distractions. They're sort of all yours, if you will, 24/7 to mold them and to lead them.

Corporations don't have that advantage. A disadvantage is that your employees are quite young, I mean 17, 18, 19. I don't know what your median age is on a ship, but it's probably in the early 20s, I would guess.

Admiral Wettlaufer: Right. Most people arrive at the age of 18 to 22 is where that arrival time is, depending on their seniority and what job they're doing, but I see exactly what you're saying and what that view is. Those young people, though, provide the energy and also a challenge. The challenge is to make sure they're engaged in the right direction and make sure there are opportunities, or they came for opportunity. Make sure we're helping them achieve those, reach those goals that we help them set.

So there's a human-to-human contact that we have, as you rightly point out, longer than the eight-hour day, a typical day you may get for a worker in the tech business or a corporation someplace. But that is a great gift because we can communicate whenever we want, we think anyway. But then the challenge is to make sure that they're listening. One of the key challenges is that, as you know, what I say is not what you heard. That's a key challenge. So how do I make sure —

Spencer: What I say is not what you heard. What do you mean by that?

Admiral Wettlaufer: Everybody translates differently, and when are they paying attention or what's the state of their mind as they're paying attention? So what I say is not, or what I wrote is not, what you read necessarily. So how do I find out what I said is what you know?

Spencer: You ask people to play it back to you?

Admiral Wettlaufer: You have to play back, right? So not only can you — you have to push communication. There has to be a return process.

Spencer: And so correct me if I'm mistaken, but you allot a not insignificant portion of your day to management by walking around, talking to sailors, discussing with them what's on their mind, what they're working on. Why is that so valuable?

Admiral Wettlaufer: Because you can skip levels, right? I'm not sure what you might call it in the —

Spencer: We call them skip levels.

Admiral Wettlaufer: So you can skip levels, and to skip a level then you don't have to wait for the filter to give you the information that the filter wants to give you. So one of the big challenges that we had is we are preparing our war fighting skills, our deployment kind of skills; over the past year is understanding where the entire team sees themselves. So I can say something, and if I don't ever go look outside the room, if I don't ever go ask, then I'm gonna get a bunch of smiling faces that said, “Oh yeah, we heard that."

But I haven't checked whether or not that translation what they have heard beneath that level is what I have said, or what I mean — even more importantly, what I mean. So if I don't go out, and any of us, leaders at any level, if we don't go out and engage, then we really don't know what's on the minds and what the state of mind is of the people that we expect to execute, and I think that's important to get past roadblocks in achieving goals. Because if they don't have the same or similar goals in mind, then we're never gonna get there. We won't get to excellence.

Spencer: One of the other disadvantages you have is there's a lot of turnover, sort of by design. In the Navy people start and then they're on a particular shift for, I don't know —

Admiral Wettlaufer: Four, six years, something like that.

Spencer: And actually even certain elements are detached from this ship, right?

Admiral Wettlaufer: That's correct. Yes.

Spencer: So the air wing, which is 1,000-plus people, 2,000 people that fly the planes, it's like you're putting pieces of a puzzle together. They join the ship for some finite period of time, and now these teams of teams are working together, and then the air wing leaves.

Admiral Wettlaufer: Disembarks. Yep.

Spencer: So how do you — with turnover, with these sort of teams coming and going, how do you try to gel the whole organization together?

Admiral Wettlaufer: So that's where you've got to have, well at least in my case, I've got six direct reports. The captain of the aircraft carrier has 20 or 19 direct reports.

Spencer: So because you oversee the strike group you have six ships.

Admiral Wettlaufer: The air wing commander; the destroyer squadron commander, who is responsible for the destroyers; the cruiser commanding officer at USS Mobile Bay; the aircraft carrier commanding officer; the air wing commander; and my information warfare commander. So those are my direct reports.

Spencer: And so the captain of the USS Stennis, this aircraft carrier, has 20 direct reports.

Now you used to have that position, if I'm not mistaken, so that's another challenge of management, is one, you get promoted to the next role and someone else takes your prior role. How do you —

Admiral Wettlaufer: Don't do the other guy's job.

Spencer: How do you let go?

Admiral Wettlaufer: You better let go because he was selected to do that job for a reason. It's the same as skipping levels to figure out what's happening. By the nature of my experience, my experience is similar to his job right now, so I can ask some questions and walk around essentially and get a good idea about what's going on there.

My challenge, as you mentioned with the air wing, is translating, making sure the air wing commander and his commanding officers have heard what I said and I've translated my vision properly so they can execute it. But it's a shared vision, so here's the other advantage is that, that part of the organization, that division, if you will, of an organization has similar goals.

They just have a different way to get there. So we share the end goal. I've just got to make sure I've translated the goals to the air wing commander so he can do it to his squadrons so that when they arrive we are ready to start that synchronization process. We don't have to do stutter steps to break down silos. And it's not just the air wing commander coming on board, it's the air wing commander coming on board with those squadrons that have to leverage the supply system on the aircraft carrier.

They've got to be able to fully integrate with the support mechanisms from laundry to food service to berthing and cleaning to the flight deck operations. So these organizations have to be able to very neatly — this goes back to culture — very neatly interlock without having the stutter steps. If you have the stutter steps, it delays excellence. It could create some challenges in safety and operations that we just don't wanna have.

Spencer: When people enter the Navy typically today, or when I asked sailors, “Why did you join?" their most common answer was, “For a better life." Some version of, “I wanted to better myself because I was kind of stuck. I was in a rut in my life" essentially. Once they're here and then they're part of this organization for three, four, five years, the people that seem to stay for a career, another motivation clicks in. Maybe it's duty, maybe it's personal fulfillment. Walk us through that motivation.

Admiral Wettlaufer: That's a great question. It's probably the success along the way, right? Everybody comes for a different set of reasons and they find things along the way, and that's what we want them to do. We want them to come and contribute to the team and be successful on the way, to take what they didn't have and they wanted and go find it here. That's opportunity.

People wouldn't come if they weren't looking for opportunity, right? So how do we help them get along that path? For some there is an “I'd like to go to higher education and I didn't have the opportunity to do this." A young lady about four weeks ago, five weeks ago, actually it was the 17th. I remember it was the 17th of August. She was leaving the ship. I knew her when she was just arrived here, and she wasn't the youngest person to join the Navy. So she arrived here with three years of college completed, and she came here to get an opportunity to complete.

So she finished her fourth year of college while in the Navy over the four years, and she was leaving here to go on to law school to take advantage of the GI Bill. So there's one motivation, right? But she also had family. She had a child she wanted to take care of, etc. But there are many others. Petty Officer Bloomer, who works in the air department, I've known her since I think when I was XO, when she was first on the ship, so 2011 maybe.

Her motivation is helping out other sailors. So she wants to be a career counselor, and she counsels other junior sailors on how to achieve their goals. And then you've got people that are exceptional, technically exceptional in their particular job, or they enjoy the challenge and the lifestyle of being at sea and doing the nation's business. All those people are patriots. Every single one of them arrived here, they raised their right hand and they said, “I wanna be part of the 1 percent."

They didn't know it necessarily at the time, but they're part of the 1 percent that the 99 percent expects to protect them without question. So that 1 percent; I am honored to work with the 1 percent of America that wants to defend America. So in all of those things that people want, I think what they get out of this, no matter how long they stay, is that they were part of the folks that stepped up and said, “I'm gonna defend the United States of America and what we believe in."

It's a fascinating merging of all kinds of people from all walks of life in the United States, and I'm just honored to have the opportunity to be part of that process, particularly right now.

Spencer: And we're grateful to you and to them. When people leave the military and look for their next career they are — companies like ours work very hard to recruit them.

Veterans face a lot of challenges re: orienting themselves to the private sector and just the world after the military. What would you want companies like ours and other executives listening to this to know about veterans so that we can be better at bringing them back?

Admiral Wettlaufer: Sure. We may have discussed this when you were on the ship previously. I think one of the major things that we deliver from a human being perspective is that people see their own success. OK, this is what I came to do and my team did this and I've succeeded here. And along the way we do what corporate America doesn't necessarily do — and certainly at the entry level in corporate America — is that we train them to lead, right? We train people to step up and take charge.

We have all kinds of training along the way, from just learning how to fight a fire on the ship to make sure that you can save your ship and save your shipmate; and damage-control kinds of things to operating up on the flight deck to managing somebody else's personnel files. These are all key aspects of what we do and what they see. What you see on the outside is somebody who not just knows how to go to work on time; a responsible taxpaying citizen.

They certainly came in and become that, or they were that beforehand, is that somebody who knows how to lead, step into a breach and pick up something that got dropped. So I promise you will hire somebody who can lead when given the opportunity, and they will deliver success in organizations at an earlier age, an earlier time in their career than somebody that doesn't have that military experience necessarily.

Spencer: That has been my experience in my interaction with our veterans. I mean they're extraordinary and I hope we can hire a lot more of them. Thank you for your service, Admiral. Thank you for your time. Thank you for sharing some wisdom. I greatly appreciate it.

Admiral Wettlaufer: Thanks very much for coming out and seeing me again, and I look forward to opportunities to engage with a lot of folks in the world, the corporate world, if given the opportunity.

Spencer: Thank you.

The post Rear Admiral Wettlaufer on Creating a Culture of Excellence appeared first on Office Hours.

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Tinder, Starlink, and Apple’s New Studio: This Week in LA

🔦 Spotlight

Happy Independence Day, Los Angeles! 🇺🇸

While you're celebrating freedom, here are some electrifying updates lighting up LA’s tech, satellite, and music scenes:

🔥 Tinder mandates Face Recognition in California

  Image Source: Tinder

Tinder is now requiring all new users in California to complete a biometric face check, a brief video selfie processed via FaceTec, to verify profiles are genuine. The video is deleted post-verification, though an encrypted face map remains while the account is active. This West Hollywood based move could redefine trust, safety, and privacy in mainstream consumer apps.

🌐 Starlink clears hurdle to launch in India

Elon Musk’s SpaceX backed Starlink has cleared most regulatory and licensing hurdles with India’s Department of Telecommunications, marking a key step toward launching satellite broadband in one of the world’s fastest growing markets. Final approvals from the national space regulator are pending, and services, expected to deliver high speed connectivity to underserved regions, could launch in the coming months. This is a major milestone for Starlink’s global expansion.

🎧 Apple Music opens Culver City creative hub

  Image Source: Apple

Apple Music is celebrating its anniversary by launching a brand new 15,000 square foot, three story studio in Culver City. The facility, featuring a 4,000 square foot soundstage, spatial audio suites, podcast booths, and more, is designed by Eric Owen Moss and slated to open mid August. It solidifies LA’s reputation as a creative powerhouse and reaffirms Apple’s commitment to investing in and nurturing our city's cultural ecosystem.

From dating apps to deep space to sound stages, LA isn’t just watching the future unfold, we’re building it.

Here’s to independence, imagination, and everything this city dares to launch next. Happy Fourth, Los Angeles.

🤝 Venture Deals

LA Companies

  • Castelion has raised a $350M Series B round led by Lightspeed Venture Partners alongside Altimeter Capital to scale its hypersonic missile production capabilities. The El Segundo-based defense startup plans to use the funds to expand manufacturing, accelerate testing through its SpaceX-inspired rapid development model, and position itself as a cost-effective supplier of hypersonic weapons to the U.S. military and its allies. - learn more
  • Earth Sama, a Calabasas, California–based climate-tech platform that helps rural farming and Indigenous communities generate and manage carbon credits, secured investment from Omtse Ventures. The funding will support the rollout of Earth Sama’s blockchain-powered field app, climate-creator platform, and smart-contract tools to scale community-led carbon credit projects globally under the Paris Agreement’s Article 6.4 framework. - learn more

            LA Venture Funds

            • Plassa Capital participated in Metafide’s $3.275M funding round. Miami based Metafide, the creator of SURGE, a gamified trading platform that combines AI neural networks and human insight, will use the funds to scale and launch SURGE into the market. - learn more
            • BOLD Capital Partners participated as a founding investor in Syntis Bio’s $33M Series A round, with an additional $5M in NIH grants. The Boston-based biotech is developing oral therapies for obesity and rare diseases, and the funding will help advance its SYNT platform, moving its lead obesity treatment, SYNT-101, into Phase 1 trials and supporting development of SYNT-202 for homocystinuria. - learn more
            • BAM Ventures participated in Cred’s $15M seed round for its predictive intelligence startup. San Francisco based Cred uses AI to unify company data with real time market signals and deliver actionable insights for sales and operations. The funding, led by defy.vc, will be used to scale Cred’s platform, expand its customer base, and grow team and product capabilities. - learn more
            • BOLD Capital Partners participated in Gallant’s $18M Series B round to advance its ready-to-use stem cell therapies for pets. The funding, led by Digitalis Ventures with additional support from NovaQuest Capital, will help Gallant bring its off-the-shelf regenerative treatments to market. - learn more
            • Rebel Fund joined the seed round for Rocketable, contributing to the $6.5M raised to build a portfolio of fully automated SaaS companies. San Francisco-based Rocketable, backed by True Ventures and others, uses AI agents to operate acquired software products, and Rebel’s support will help scale both the platform and acquisitions. - learn more 
                    LA Exits
                    • Leasepath, a cloud-first provider of equipment lease and loan management software, has been acquired by Solifi to enhance its mid-market offerings. The deal allows Solifi to expand Leasepath’s Microsoft Dynamics-based platform into new global markets while keeping Leasepath’s team and leadership in place. - learn more

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                              Senra Raises $25M to Rewire LA's Aerospace Supply Chain

                              🔦 Spotlight

                              Hello Los Angeles,

                              In the shadow of LA’s booming space and defense scene, a new kind of hardware startup is scaling up. And it's not building flying cars or flashy robots. It’s building the infrastructure that builds everything else.

                              This week, Senra Systems announced a $25 million Series A led by Dylan Field and CIV, with participation from General Catalyst, Sequoia Capital, Founders Fund, Andreessen Horowitz, 8VC, and Pax Ventures. Their Redondo Beach-based facility is using custom automation, software, and new design tools to quadruple production speed. The goal is to solve a notoriously manual, bottleneck-prone part of the supply chain: wire harness manufacturing.

                              The company also launched Amp, a CAD software platform that bridges the gap between harness design and physical production. It's a process that has historically been slow, fragmented, and hard to scale. In other words, Senra isn’t just building machines. They’re rewiring the very systems that power aerospace, defense, and industrial tech.

                              It’s not sci-fi. It’s supply chain innovation. And it’s very LA.

                              Catch the latest LA venture deals, acquisitions, and fund updates below.

                              🤝 Venture Deals

                              LA Companies

                              • 2wai, co-founded by actor Calum Worthy and producer Russell Geyser, has emerged from stealth with the launch of its avatar-based social app, allowing users to create lifelike “HoloAvatars” in under three minutes for real-time, multi-language conversations. The platform gives individuals, especially creators and entertainers, control over their digital likeness by restricting avatar responses to pre-approved information, helping counter deepfake threats. The launch follows a $5 million pre-seed raise and sets the stage for broader use by celebrities, brands, and educational partners. - learn more
                              • Superfiliate secured a $2M strategic growth round led by HappyStack to fuel its rapid expansion in the creator commerce space. The platform, which automates influencer and affiliate marketing for CPG and DTC brands via deep Meta and TikTok integrations, has achieved an impressive 400% year-over-year growth. The investment will support scaling its automation engine, deepening social commerce partnerships, and onboarding more e-commerce brands. - learn more
                              • Gemist, a Los Angeles–based jewelry-tech startup, secured $6M in seed funding from Entrada Ventures, Artemis Fund, and Collide Capital, bringing its total funding to $9M. The platform offers real-time 3D visualizations, dynamic pricing, and integrated e-commerce for custom fine jewelry, and is used weekly by over 14,000 customers to design personalized pieces. The new capital will enhance its visualization tools, pricing engine, and commerce features as Gemist expands its footprint. - learn more
                              • Chronicle Studios has raised an oversubscribed $11.6M seed round co-led by Patron and Point72 Ventures to fuel the development of original, audience-driven franchises. Founded by former DreamWorks and Warner Bros. exec Chris deFaria and tech entrepreneur Aaron Sisto, the LA-based studio plans to invest in independent creators and build AI-powered tools, like automated YouTube thumbnails and social analytics, to help storytellers grow and monetize their IP. - learn more
                              • Stackup, a developer platform for crypto applications, has raised a $4.2M in seed funding round led by 1kx. Stackup helps crypto businesses build better user experiences and manage on-chain user data, and the funding will be used to grow its engineering team and expand support for more blockchain networks. - learn more
                              • Doên, a fashion brand known for its vintage-inspired, California aesthetic, has closed a growth equity round led by Silas Capital. The funding will help the company expand its retail footprint, grow its team, and scale operations. Doên plans to continue building its community-driven brand while deepening its commitment to sustainability and women's empowerment. - learn more
                              • Root has raised a $9M seed funding round led by Konvoy and Headline, to develop its platform for managing online communities. The app, currently in closed beta, enables users to build custom tools like raid planners and task trackers right into their social experience. The fresh capital will fuel team expansion and product development ahead of a broader rollout. - learn more
                              • AndrenaM, a defense-tech startup founded by a former SpaceX engineer, raised $10M in just 36 hours. The company is building an AI-powered maritime sensing network using sonar-equipped buoys to provide real-time underwater surveillance. The funding, led by First Round Capital, will support team expansion, custom hardware development, and scaled deployments off the California coast. - learn more

                                      LA Venture Funds

                                      • Westlake Village BioPartners joined Neuron23’s $96.5M Series D financing round. The capital will fund the global Phase 2 NEULARK trial of NEU‑41, a brain-penetrant LRRK2 inhibitor for early-stage Parkinson’s disease, as well as support commercial and R&D scale-up. Neuron23 also announced that the first patient has been dosed in the NEULARK study, with initial results expected in 2027. - learn more
                                      • Fika Ventures participated in Spinwheel’s recent $30 M Series A round led by F‑Prime Capital. The funds will be used to accelerate their AI-powered platform that streamlines debt and credit management, reducing friction in account authentication, automating payments, and integrating liability data, all to deliver instant, developer-friendly credit APIs. This investment supports rapid growth across fintech and banking partners aiming to improve consumer credit outcomes. - learn more
                                      • Chaac Ventures participated in a $7M seed funding round for Meridian, a New York and Miami‑based startup using its AI-powered deal management platform to help private equity firms streamline sourcing, automate workflows, and improve diligence efficiency. The funding will accelerate product enhancements, expand the global go‑to‑market strategy, and deepen its traction with large institutional investors. - learn more
                                      • WME joined a debut funding round for haircare disruptor isima, which raised over $12M to accelerate its launch. Shakira-backed and science-driven, isima will use the capital to scale operations, expand product development, and roll out via isima.com and placements at Ulta Beauty (U.S. in July; Mexico in August), debuting across nearly 30 global markets. - learn more
                                      • M13 participated in Maven AGI’s Series B round, which raised $50M to expand its Business AGI platform for enterprise use. The funding brings Maven’s total capital raised to $78M. The company will use the investment to accelerate product development and go-to-market efforts as it scales its AI platform that unifies customer journeys across support, sales, and operations. - learn more
                                      • Alexandria Venture Investments joined GeneCentric Therapeutics’ $8M Series C round. The funding will support the commercial launch of GenomicsNext™, a groundbreaking liquid biopsy platform that combines extensive gene expression profiling with high‑fidelity DNA variant detection from ctDNA. This capital is expected to carry GeneCentric through 2026 and to help it scale predictive biomarker development for oncology applications. - learn more
                                      • MTech Capital and B Capital participated in COVR Global’s $2.5M seed round, led by MTech Capital. The funding will help COVR develop its AI-powered Decision Engine—a modular platform that enables insurers to make instant, data-driven claims decisions, such as coverage validation, liability assessment, and settlement automation. The investment will fuel product development and team growth as COVR scales across the UK, Spain, Japan, and Australia - learn more
                                      • Bedrock and Khosla Ventures co-led Mach Industries’ $100M Series B round. The defense-tech startup will use the capital to ramp up production at its Forge Huntington factory, grow its Mach Propulsion engine division, and further develop and deploy its advanced unmanned systems—Viper, Glide, and Stratos. This funding brings Mach’s total raised to about $185M as it scales vertically integrated defense manufacturing. - learn more
                                      • Fifth Wall participated in Juniper Square’s Series D funding round, which secured $130M at a $1.1 billion valuation. The investment will be used to accelerate the development and deployment of JunieAI, an AI-powered, agentic platform tailored specifically for private markets general partners to streamline investor relations, reporting, and fund administration. - learn more
                                      • Mucker Capital led CarePilot’s $2.5M seed round, with participation from KCRise Fund. The Overland Park-based startup will use the funding to further develop its AI-powered tools including its new “ProblemAssist” diagnostic and coding tool and expand its team as it scales solutions for healthcare providers. - learn more
                                      • Prototype Capital participated in Sunrise Robotics’ seed round, which raised $8.5M to emerge from stealth and advance its factory automation technology. The Ljubljana-based startup develops dual‑arm robotic cells trained in simulated environments, enabling rapid, cost-effective deployment and continuous learning across a fleet. The funds will be used to scale AI and simulation capabilities, expand team and manufacturing across Europe, and deepen customer deployments in sectors like electronics, supercars, and battery production. - learn more
                                            LA Exits
                                            • Comco, the pioneer behind the MicroBlaster® micro-precision sandblasting system, has been acquired by Medical Manufacturing Technologies (MMT), a portfolio company of Arcline Investment Management. This strategic move integrates Comco’s advanced abrasive technology into MMT’s suite, expanding its capabilities in precision microblasting for medical, aerospace, microelectronics, and industrial applications. MMT CEO Robbie Atkinson emphasized that the acquisition strengthens their end-to-end manufacturing offerings, while Comco President Colin Weightman joins MMT to drive continued innovation and customer growth. - learn more
                                            • 3BlackDot, the creator-first gaming and digital media studio known for popular YouTube franchises like Gaming While Black and Alpha Betas, has been acquired by Offscript Worldwide, the parent company of Revolt. With an audience of over 128 million subscribers, the acquisition marks Offscript’s entry into the $347 billion gaming industry and strengthens its creator-led IP development and distribution capabilities. 3BlackDot will now leverage Offscript’s infrastructure to scale its cultural impact while maintaining its creator-first approach. - learn more
                                            • Dr. Squatch, the fast-growing natural men’s grooming brand known for its social-first marketing and strong DTC presence, is being acquired by Unilever from Summit Partners. The move gives Unilever access to a brand with viral campaigns, influencer collaborations, and revenues reportedly around $400M, enhancing its premium personal care offerings. The deal is expected to close later this year pending regulatory approvals. - learn more
                                            • CloudSoda has been acquired by Diskover Data, combining CloudSoda’s intuitive data orchestration and automation with Diskover’s enterprise-scale indexing, metadata enrichment, and AI-ready infrastructure. This comes alongside Diskover’s $7.5M seed round, led by Snowflake Ventures and NetApp, positioning the company to accelerate unified, intelligent management of unstructured data. - learn more
                                            • Inspire Clean Energy has been acquired by Rhythm Energy, significantly expanding Inspire’s reach beyond its original markets. The merger creates one of the largest independent green energy retailers in the U.S., combining Inspire’s subscription-based, 100% renewable electricity plans with Rhythm’s technology-driven platform. This union positions the combined company to serve millions more customers nationwide, offering enhanced digital tools, demand-response programs, and time-of-use pricing to promote clean energy adoption. - learn more

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                                                    Mattel Isn’t Just Playing Anymore

                                                    🔦 Spotlight

                                                    Hello Los Angeles,

                                                    AI just became Mattel’s newest playmate.

                                                    This week, Mattel announced a new partnership with OpenAI, setting the stage for a toy box transformation powered by artificial intelligence. The El Segundo-based toy giant will use ChatGPT to breathe new life into its iconic brands, including Barbie, Hot Wheels, and Masters of the Universe. The collaboration will start with interactive AI experiences and creative tools to support product development internally.

                                                    It's a bold move for Mattel, which has been steadily shifting its identity from a traditional toy maker to a modern entertainment company. Between box office hits like Barbie and now this AI integration, Mattel is showing that legacy brands can still lead the charge into the future. The partnership supports CEO Ynon Kreiz’s long-term vision to expand Mattel's intellectual property into a broader, multi-platform universe. OpenAI is now playing a key role in that strategy.

                                                    This also points to a larger trend unfolding in Los Angeles. The lines between tech, entertainment, and consumer products are blurring quickly. AI isn’t coming to the mainstream; it’s already here. And if Barbie is getting an upgrade, other LA-born icons may not be far behind.

                                                    We’re keeping an eye on how this unfolds and whether it becomes more than just a flashy concept. One thing’s certain: Mattel isn’t just playing around.

                                                    Catch the latest LA venture deals, acquisitions, and fund updates below.

                                                    🤝 Venture Deals

                                                    LA Companies

                                                    • Coco Robotics, a Santa Monica-based startup specializing in last-mile autonomous delivery robots, has raised $80M in a strategic funding round led by angel investors Sam Altman and Max Altman, with participation from Pelion Venture Partners, Offline Ventures, Ryan Graves, and others. The company will use the funding to scale its AI-powered platform, grow its zero-emission robot fleet to 10,000 vehicles by 2026, expand partnerships with delivery platforms like Uber and DoorDash, and broaden its presence in more cities across the U.S. and internationally. - learn more
                                                    • PopID, a fintech startup specializing in biometric payment and loyalty authentication using face and palm recognition, has closed a new equity financing round backed by major strategic investors including Verifone, PayPal, Commerce Ventures, Chipotle’s Cultivate Next, and Visa Ventures. The fresh capital will support the expansion of its global biometric network by leveraging Verifone’s terminal infrastructure to integrate secure and seamless biometric payments and loyalty programs across merchants worldwide. - learn more
                                                    • Rosebud, an AI-powered journaling app designed to serve as a personal growth mentor, has raised $6M in seed funding led by Bessemer Venture Partners. The funds will be used to expand the team, advance its proprietary memory-driven AI engine, and pursue partnerships with therapists, educational institutions, businesses, and clinics to enhance access and deepen the app’s reflective capabilities. - learn more
                                                    • Impulse Space, the in-space mobility startup founded by ex-SpaceX engineer Tom Mueller, has raised $300M in a Series C funding round led by Linse Capital with participation from Trousdale Ventures and others, bringing its total financing to $525M. The company designs and builds orbital transfer vehicles—like Mira and upcoming Helios—to transport satellites between orbits, and the new funds will scale production, hire new staff, accelerate R&D (including electric propulsion), and fulfill a backlog of over 30 commercial and government contracts worth nearly $200 million. - learn more
                                                    • dataplor, a Manhattan Beach, CA-based provider of global location intelligence, has secured a $20.5M Series B round led by F‑Prime Capital. The funds will help dataplor scale its privacy-focused point-of-interest and foot traffic mobility products, expand global coverage, enhance data capabilities, and accelerate product growth for enterprise clients seeking real-time consumer insights. - learn more

                                                          LA Venture Funds

                                                          • WndrCo participated in Meter’s $170M Series C financing. Meter provides a full-stack, enterprise-grade internet infrastructure solution that covers routing, switching, WiFi, and cellular for businesses ranging from single offices to large data centers. The new funds will accelerate global expansion, grow its channel partnerships with companies like CDW, Microsoft, and WWT, and support further deployment and R&D. - learn more
                                                          • Sound Ventures participated in Landbase’s $30M Series A round, co-leading the investment alongside Picus Capital. Landbase uses AI, leveraging a GPT‑4o-based model trained on 40 million marketing campaigns, to automate and enhance outbound sales outreach, helping small and mid‑size businesses build trust and scale customer acquisition. The funding will support expansion of its team, product development, and go‑to‑market efforts as it rapidly grows its customer base. - learn more
                                                          • Rebel Fund participated in Outset’s $17M Series A round, which was led by 8VC. Outset uses AI-powered agents to conduct and analyze in-depth video interviews at enterprise scale, serving clients like Nestlé, Microsoft, and WeightWatchers. The new funding will accelerate growth by expanding its go‑to‑market and engineering teams, enhancing its AI agent capabilities, and scaling its platform globally. - learn more
                                                          • Anthos Capital returned as a participant in Laurel’s $100M Series C round, led by IVP. Laurel, the world’s first AI-powered “Time Platform” for professional services firms, automates time tracking and links how employees spend their time directly to business outcomes. The new funding will be used to scale the platform globally, enhance AI-driven time categorization and analytics, and help firms optimize resource allocation and profitability. - learn more
                                                          • Vamos Ventures participated in Trustible’s $4.6M Series Seed round led by Lookout Ventures. Trustible provides an AI governance platform that helps enterprises inventory AI use cases, manage risk, comply with regulations like the EU AI Act, and accelerate responsible adoption. The funding will power product development, hire engineering and go‑to‑market talent (particularly in the D.C. area), and scale operations to help enterprise and public-sector customers deploy AI safely. - learn more
                                                          • Village Global participated in Qanooni’s $2M pre‑seed round, joined by Oryx Fund, TA Ventures, and a group of strategic angels. Qanooni, founded in 2024 and based in the UAE, builds an AI-powered legal platform that integrates directly into Microsoft Outlook and Word to help lawyers draft, review, and manage documents using their own style and standards. The new funding will fuel expansion into the UAE and UK and advance its proprietary AI engine tailored for legal workflows. - learn more
                                                          • Muse Capital and Rocana Venture Partners participated in Eli Health’s $12M USD Series A round, led by BDC Capital’s Thrive Venture Fund, boosting the company’s total funding to around $20M USD. Eli Health has developed the Hormometer™, a real-time, saliva-based hormone monitoring system currently in beta for cortisol with plans to expand to progesterone and other biomarkers. The new capital will scale production, add biomarkers, support commercialization, and accelerate global rollout of its instant hormone health platform. - learn more
                                                          • Crossover VC participated in ai.work’s $10M seed round led by A* and lool ventures. ai.work has emerged from stealth to launch an “AI Workers” platform—autonomous agents designed to streamline enterprise workflows across IT, HR, Legal, Finance, and more. The funding will be used to scale operations, accelerate product development, and deploy AI Workers into pilot programs with large enterprises. - learn more
                                                          • MANTIS Venture Capital participated in AIM’s $50M funding round. The company has built the first embodied AI platform that retrofits heavy machinery, like bulldozers and excavators, for autonomous operation, aiming to boost safety, efficiency, and productivity in construction and mining. The new capital will help AIM scale deployments, advance its AI technology, and expand its plug-and-play autonomy solutions across heavy equipment fleets worldwide. - learn more
                                                          • Watertower Ventures led Finofo's $3.3M seed round, with continued backing from Motivate Venture Capital, SaaS Ventures, and several angel investors. Finofo offers a modern business banking platform that automates accounts payable, treasury, and global receivables, enabling seamless, low-fee payments across more than 90 countries with ERP integration. The funds will support expanded AP and AR automation features, the launch of a small-business plan, and hiring across product, engineering, and go-to-market teams. - learn more
                                                          • Finality Capital Partners participated in RISE Chain’s latest $4M raise, bringing its total funding to $8M. RISE Chain is building an ultra-fast Ethereum Layer 2 blockchain using "Shreds" architecture to deliver sub-5 millisecond transaction confirmations and scale toward 100,000 transactions per second. The new capital will support the mainnet launch, accelerate product and app development, and expand its real-time performance capabilities for advanced DeFi and high-frequency applications. - learn more
                                                          • Emerging Ventures participated in Taiv’s $14.4M CAD (≈ $10.5 M USD) Series A round, led by Denmark’s IDC Ventures. Taiv equips bars, restaurants, and retail venues with free hardware that transforms existing TVs into targeted advertising and content delivery tools, then shares ad revenue with the venues. The funding will power expansion across North America (starting in Canada this summer), grow the team, and enhance its AI-driven content delivery platform. - learn more
                                                          • Matter Venture Partners led an $18.4M investment in Kargo. The company offers an AI-driven inventory management system, including hardware like "Towers" and Lifts, that automatically captures and processes freight data at warehouse loading docks to improve accuracy, real-time visibility, and operational efficiency. The new funding will be used to develop new products, expand deployment across their customer base, and scale their computer vision platform in global supply chains. - learn more
                                                          • Bam Ventures and Trust Fund participated in the $10.6M funding round for Nectar Social, a Seattle-based startup that helps brands convert social media engagement into revenue using AI-powered “social copilot” agents. The platform consolidates comments, DMs, mentions, influencer outreach, and analytics into one interface to streamline brand interactions and boost performance. The funding will support product development, team expansion, and scaling operations with enterprise customers. - learn more
                                                          • MTech Capital participated in Voxel’s $44M Series B funding round. The company has developed an AI-powered workplace safety platform that integrates with existing cameras to detect hazards and unsafe behavior in real time, reducing accidents and operational risks. The new funding will accelerate R&D in computer vision, deepen its AI capabilities, and grow its team of industry experts to scale deployments across high-risk industries such as manufacturing, logistics, and ports. - learn more
                                                              LA Exits
                                                              • Hennessey Digital, a leading legal marketing agency known for its SEO, digital PR, PPC, and web design services, has been acquired by Herringbone Digital. The acquisition expands Herringbone’s platform into the legal marketing space while retaining Hennessey’s leadership and team. With added resources and support, Hennessey Digital plans to scale its services and integrate new AI-driven marketing tools to better serve law firms nationwide. - learn more
                                                              • Prosthetic Records has been acquired by MNRK Music Group and will now operate under its MNRK Heavy division. The deal brings Prosthetic’s extensive heavy metal catalog - featuring pioneering acts like Lamb of God, Animals as Leaders, and The Acacia Strain - under MNRK’s umbrella. MNRK plans to amplify the label’s legacy through anniversary reissues, remastered editions, curated collections, and new releases from standout acts such as Pupil Slicer and God Alone. - learn more
                                                              • RKO Pictures, the legendary film studio behind classics like King Kong and Citizen Kane, has been acquired by Concord Originals, the film and TV division of Concord. The deal gives Concord derivative and adaptation rights to over 5,000 RKO titles, including sequels, remakes, stage adaptations, and unproduced screenplays. RKO will continue as an imprint under Concord Originals, co-led by Sophia Dilley and Mary Beth O’Connor, with plans to revive its storied catalog through reissues, new productions, and adaptations. - learn more
                                                              • StartADAM has been acquired by LeapXpert, bringing its AI-powered chat agent technology and founding team into LeapXpert’s fold. The acquisition enhances LeapXpert’s communication intelligence platform with advanced AI features, new messaging channel support, and deeper CRM integrations. StartADAM’s founders, including co-founder Adam Stone, who became LeapXpert’s VP of AI Product will lead development to scale these capabilities globally. - learn more
                                                              • CASHét has been acquired by Entertainment Partners, integrating its suite of digital payment services including p-cards, automated accounts payable, and vendor verification into EP’s production finance ecosystem. The acquisition ensures that CASHét will continue supporting productions worldwide, regardless of their payroll or accounting systems, while expanding its services into new global markets. With this move, EP enhances its end-to-end financial workflow offerings, bringing faster, more secure, and fraud-resistant payment tools to film and TV productions. - learn more
                                                              • Element Brand Group has been acquired by The Lede Company, with founder Heather Leeds Greenfield joining as a partner and head of brand partnerships. Greenfield’s senior team, including two SVPs, will move over to expand The Lede Company’s integrated marketing and communications offerings. The acquisition strengthens Lede’s cultural campaign capabilities and equips both firms with enhanced resources and scale for brand-driven initiatives. - learn more

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