Sonos’ John MacFarlane: Never Be Satisfied

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.

Sonos’ John MacFarlane: Never Be Satisfied

This episode was originally released in June 2017. Press Play above to listen.

About this episode's guest:

  • Served as CEO of Sonos from 2002-2017
  • Sonos is known for its high-quality speakers that stream music from popular services
  • Currently works in an advisory role at the company
  • In his new role, he plans to potentially expand Sonos' commitment to STEM education
  • Fan of hip-hop, country and Taylor Swift


Topics covered in this episode:

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

Spencer Rascoff: John, it's great to be sitting here with you. Thanks a lot for taking the time.

John MacFarlane: It's an honor. Thank you.

Rascoff: Let's start off with you just describing the company and the service for those listeners that might not be as familiar with Sonos. What does it do? How does it work from a consumer standpoint?

MacFarlane: The Sonos mission is fill every home with music. Our brand promise, what we promise to do for our music lovers at home, is deliver an ultimate home music experience. That's our focus. Let's bring music into – really, it's bring the artist that you like into your home to wake up to, go to bed to, make dinner to, whatever you like.

Rascoff: I love that, when describing your company, you start with the mission statement. We're going to come back to that because that's so important to me that that's right where you begin with the company description. How many employees are there? How long has the company been around? How large is it?

MacFarlane: Fourteen hundred, fifteen hundred, right in that range. We're all over the world. There are three big offices in China. There are three big offices in the U.S. and a couple through Europe with the main footprint in the Netherlands. It's 15 years for me, so it started in 2002. I had just come off of a company called Software.com. There are four co-founders. This was the common uniting theme of that group of four and about 12 people we wanted to work with that we'd been tracking for quite a while.

Rascoff: Are those co-founders all still heavily involved in the business?

MacFarlane: One certainly is, the first one, Craig Shelburne. Three, including me, are involved but maybe in lesser roles now. Probably the eight, like one of the early software people, they're still – yeah, almost of them are still here.

Rascoff: Has management continuity at the top been an important part of Sonos' success?

MacFarlane: When you go from four people to 1,500, you have a variety of different roles to cover because when you're four to 40, you've got much more generalist, if you will. I'd say at 1,500 now still collaboration is a pretty key role, but people have to play swim lanes a little better. You have really deep specialists in various areas so it's a really different set of needs. So, I would say learning agility would be the number one thing I'd attach to anybody that lasted that whole time. Anybody that didn't, I'd say like you might hire someone out of one of the big CE companies.

There are people, like the guy that runs the product team now started as a software developer and through his whole career here accelerated faster than the company did. You've done high-growth companies. You know that's rare.

Rascoff: That's why I asked. The interesting and challenging thing about high-growth companies is everyone's role and functional area is changing every three or six months. So, you'll have someone who's great at a particular stage and then either they don't scale with the company or the role changes.

I encourage my direct reports to think of their direct reports, knowing what you know about that person today, would you hire them today for that role over the next two years? At least every couple months, every couple quarters be thinking about rehiring all of those people because sometimes they're not right for the role anymore. That's hard.

MacFarlane: I graduated undergrad in the late '80s. A bunch of my classmates went off to GE and IBM. GE, a high achiever, every two years they'd move you. As you know very well, at high growth, you don't need to move people every two years because in two years the job is totally different that you're standing in. So, yeah, you're right. It's a completely different environment.

But also, it depends on what the roles are, too. I'm sure you've dealt with all of this. It's both managing the person's expectations because sometimes someone walks in, and they think I'm not advancing unless my role is going up. You're sitting there helping them understand. Actually, if you look at what's underneath you, it's way broader than it was one year ago.

MacFarlane: The other thing is people need direct management skills and indirect management skills in the right measure are really important. So, sometimes, you need to put somebody in a role where they influence managing. If you don't learn how to do that, you're missing a big set of tools.

Rascoff: What do you mean by that? I assume what you mean is that somebody controls their functional area but in order for that to be successful, they need somebody off to the side, some other group, to support them in some way. So, they have to manage by influence throughout the organization.

MacFarlane: Yeah.

Rascoff: How do people do that successfully here at Sonos?

MacFarlane: I don't think it's unique to Sonos. People do it successfully by understanding what the other person is trying to do and fitting your win-win goal. But that's a different skillset than telling someone what to do. Even if you're a great delegator, you're still in a position of power and you're telling them here are your goals. That goal you made, let's tune it this way. You have a lot of influence over them. When you can't set a person's goals, you've got to get them to change their goals. I think it's a mixture of both. You need both those skillsets.

We do a lot of work. In the mission filling your home with music, that music comes from streaming services these days. So, there really isn't any Sonos without a bunch of our partners, Apple, Music, Spotify and Google. Those guys all have different cultures, and you have to influence them. So, there's a whole lot of work we do that's influence management.

The music industry is going through a huge transition. We can't tell them what to do, but we can help influence it.

Rascoff: Let's talk about that external environment, that kind of landscape. You are in such an interesting, challenging, dynamic area where you have these huge giants from Apple to Amazon to Google and others. You have the record labels. I feel there are these giants dancing all around you, and Sonos is doing this incredibly masterful job of bobbing and weaving to chart its course in context as these behemoths all around you do what they do. That's from the outside looking in. How have you navigated the change in the competitive landscape? Are these companies partners? Spotify and Apple and Alexa/Amazon, are they partners, competitors, both?

MacFarlane: It's actually a really interesting time at Sonos because the whole industry is going through a big change that changes the competitive landscape. When we started, the dominant players were the traditional consumer electronics, like Denon, Yamaha, Sony, and Bose. Samsung was a little bit but there were probably 20 labels. Harman Kardon was a fairly big player at that time. They went into the car audio.

What's happening now with the advent of streaming and things like voice response from Amazon is the speakers are getting a lot smarter. They look a lot more like a platform. You're still buying something that produces sound, but it's a lot more useful to a person in their home if it can respond to your smartphone, and to your voice, and use all the different music services. That looks a lot more like a general computer than it does inside itself. Of course, it can't look that way to a user.

Rascoff: Fundamentally, what Sonos sells are speakers.

MacFarlane: Yeah. That's right.

Rascoff: Now that speaker is controlled by your phone. It can put music onto that speaker from any of these services, from Spotify, from Pandora.

MacFarlane: We like to say you can play anything ever made anywhere. If you like QQ music, you can use QQ music from China. If you like a radio station in Brazil, you can listen. My parents listen to a radio classic in Paris. That's the fun of the internet meets home audio. So, it makes a different competitive set because it's not just your old home stereo system, if that makes any sense.

Rascoff: When the early smartphones got their own internal speakers – I remember the first couple generations of iPods and iPhones didn't have speakers. I remember the first iTouch got a speaker as the successor to iPod. I assume that didn't concern you very much because it's so low quality. But when Amazon launches Echo and the speaker quality is good, certainly not Sonos speaker quality – you can obviously use Sonos through the Echo and I do. But there, they're a partner and a competitor, right?

MacFarlane: Yeah.

Rascoff: How do you approach that? Even just internally with employees, how do you navigate that dichotomy with employees to try to talk about these dichotomies?

MacFarlane: None of these companies are a persona. Even when Steve [Jobs] ran Apple, you'd partner with them in one part. Probably the most strategically dangerous period for Sonos, if you recall, Apple made an iPod Hi-Fi. They had come out with the iPod. They were pivoting the company. It no longer was the Apple computer company. It became the Apple consumer electronics company around the iPod.

They came out with this dock for the iPod that was the iPod Hi-Fi. Now, fortunately, by Apple standards it failed. It was too early. But that was a dangerous time for us because had that thing been successful we would've had a battle for our lives at a time when we weren't really ready to battle with Apple.

Now, pretty much all the traditional consumer electronics guys are gone because they don't have the right DNA.

Rascoff: They're not selling their own speakers.

MacFarlane: Or they're teeny. They're irrelevant. Bose is probably the one left of the legacy and it's holding on with really Bluetooth products and stuff like that. But you're right. Amazon Echo, the Google Home, you'll see Apple come out with something at some point. For me, they're the Beats group or otherwise. There you're partnering with them. You're partnering with Apple Music. Maybe they come out with something that competes, too.

We made a really important decision early on which was we wouldn't take any money from the music services or the voice assistance. So, we're an open platform for them. We work great with Spotify, and we've earned their respect to present Spotify into your home, if you're a Spotify user. It's the same with Google Play Music. It's the same with Apple Music. We're the only integrated party for Apple Music.

Rascoff: To navigate this complexity, you've stayed neutral, in an open platform, as you said. You've also built an incredible brand. That's one of the other things that have allowed you to flourish, even in the face of this competition from these big players.

MacFarlane: Those are one and related. Anybody would tell you a great brand comes from great products that people love and then you're building on that. So, those are highly related, if that makes sense.

Rascoff: In my research about your brand I learned a new word. Now I'm forgetting it, of course, which is Sonos is a word that can be turned sideways.

MacFarlane: Palindrome or an ambigram.

Rascoff: An ambigram, yes. An ambigram is a word that can be turned at a 45-degree angle and still be legible. Was that intentional?

MacFarlane: No. What was intentional is we knew we were building a consumer electronics company. A brand is, at the beginning, an empty vessel or the brand like that. So, we went out and got, I'd say, the best guy in the industry, David Placek from Lexicon. If you look at Lexicon naming, they did so many names you'd recognize. It was really fortunate because it was at the end of 2002. That's when the Silicon Valley dot-com crash really had played fully out. The hopper was just empty of new companies. People were really slowing their investments. So, he gave us a good deal. We worked and worked and worked it until he was about to fire us and out popped Sonos. Everybody knew it was the right thing.

Rascoff: I love these empty vessel names. Zillow is one of them. Zillow is zillions of pillows, which is meant to evoke the data, the quant side of real estate, and the touchy-feely, squishy, emotional side of real estate.

MacFarlane: So, you guys did the same thing. You put a lot of effort into it.

Rascoff: We did and it has the high-value scrabble letter of Z and W. Sonos is an anagram, an ambigram, I guess.

MacFarlane: I love your name. I remembered it from the first time I heard it, which is what you're trying to do.

Rascoff: Let's talk about the office environment at Sonos. Having spent a little bit of time here, I can see that the culture is a lot like Zillow, generally open spaced, emphasis on collaboration, a lot of glass walls. You also have a pretty distributed workforce. You have a couple thousand employees but they're in Santa Barbara, Boston, Seattle, and abroad. How would you describe the culture at the company?

MacFarlane: That's a really broad statement. We'd first have to agree on what the word culture means. I would say culture is as culture does.

Rascoff: You're right to say define culture. Culture is how decisions get made and how resources get allocated. That's what I think of for culture. Is it meritocratic or autocratic? Is it centralized or decentralized? How do decisions get made?

MacFarlane: You covered this with Dick Costolo in one of your earlier podcasts. One of the biggest challenges is getting everybody on board so we're all pulling in the same direction. It's amazing when you are and it's terrible when you're not.

Rascoff: That's where the mission statement comes in. Make sure everyone agrees on the mission.

MacFarlane: Yeah. That's exactly right. The mission, the values of the company, values are really important. So, our values are experience first. Start at what experience you're trying to deliver for the customer, for the employee, for the partner. It just takes you out of your shoes and puts you in theirs, at the beginning, so, experience first. Relentlessly progressive. Some people accuse me of being progressively relentless but you need to be moving forward constantly. You guys know that.

Rascoff: That means just never being satisfied with status quo.

MacFarlane: Yeah, never be satisfied when you finish something. When you make physical products or cognitive/physical products, which we do, you always want to stop and collect. What would we do differently? Some of our products we've killed. You never want to be afraid of that. Talk about the things you did wrong.

Rascoff: Can you think of a time when your employees' understanding of the mission statement and the values resulted in a good decision being made that wasn't under your thumb?

MacFarlane: You know very well I just stepped down as the CEO. So, I feel comfortable around that. A lot of the criteria for the team that was taking over was do they really believe in, express, and use the values? They're not real values unless you see them applied all the time. I don't think there's anybody at Sonos, including myself, that's perfect at all three of those values. What you want is to give everybody permission. Are you really thinking about the experience first? In a meeting where that's maybe the most junior person in the meeting and they have license to ask that question because that's values working. It happens quite a bit.

Rascoff: When I think about other tech companies, I mean, it's true of all industries. But in all industries, if the employee base doesn't understand the mission and share the values, things go bad quick. In tech, it's even worse.

MacFarlane: You better have strong command and control.

Rascoff: That's right. Let's wrap up by talking about your decision to hand the reins over to someone else and to step aside as CEO. Fourteen years after founding the company, why did you think it was time to do that?

MacFarlane: In the first 15 years of Sonos, the music services we mostly marketed to our customers, their customers were a lot younger. People used to say young people don't pay for music. The average age of a Spotify paid user was under 25 so they did pay. It's just that the industry hadn't offered a great product until Spotify and Apple came along.

Those weren't our demographic. Ours was a little older than that because you needed to be settled in your first home, rent or whatever, but you were in a home. So, as the shift to streaming services happened, that opened up a much bigger market because that's a global market, not a U.S., UK. When that happens, you pat yourself on the back for a second. Then you sit there and think about what the company needs to do over the next stage.

I thought the group was ready to take it there. I'd just come off of balancing – we were late to recognize the impact of the Echo, and the Echo Dot, and voice assistance overall. I think the magic Amazon did was cleared that undefinable bar of usability. All the voice response systems before that weren't. Being able to walk into your home and say I want to listen to KCLU or KCRW or whatever, the Ruen Brothers radio, that's a really nice way to control your music system. That's definitely part of an ultimate home music experience. So, we needed to get there.

We pivoted the company. The company did a really good job of pivoting. The team was ready to step up. When you pivot a company like that, it was much more me driving. As you know well, using the forces of a founder are dangerous things because people rely on that. You want the team to be able to next time go this is really important. How do we incorporate this in? As much as it was important to pivot, it was also important that I put a bunch of people in charge. They felt the accountability over it. They weren't looking for me to find the next pivot.
My title is the intern. I'm here for anybody that wants help, contacts, or any mentoring. I love the company. I love what we're doing. I love helping, but I wanted to get out of the way of leading.

Rascoff: Let's talk about the day that it dawned on you that Echo was going to challenge your ability to achieve your mission. Prior to that, voice recognition, whether it's Siri or others, was inadequate. It wasn't ready for prime time.

MacFarlane: It didn't stick.

Rascoff: But then, you must have come into the office one day and somebody had an Echo. They said “play music by the Rolling Stones," and it played music from Amazon. You said uh-oh. What happened at that moment?

MacFarlane: I had a board member, Mike Volpe, who was playing with it early on. There were a variety of employees inside that were playing with it. So, there was a cacophony of voices about it. What happened maybe the day that happened is I finally decided we were moving too slowly to change. We had just come off of the calendar Q4 sales cycle.

The Echo definitely impacted our ability to sell because we didn't really have a story with the Echo. It was, yeah, someday voice response will happen. It's not like the Echo and the Sonos are really competitive. They're complementary I think you'll see over time. We just hadn't worked on doing that at all. We had a full plate of stuff that we were working on. The Echo just wasn't one of them.

So, actually getting the company to pivot around that then was a day. I had gone to an Allen and Company conference in Arizona. It's right around this time of year. I just talked with a bunch of other CEOs about how to do change control for this kind of thing. Everybody said the biggest mistake I've made in doing that is not – make the mistakes on getting too aggressive because the way you're describing it, John, you need to embrace it, not status quo.

Rascoff: A couple quick wrap-up questions. What music service do you use to listen to music through Sonos?

MacFarlane: I use all of them. I have a favorite of the moment. I would say probably if I want programmed radio I'll still fall back on Pandora mostly although Google Play's radio stations are getting really good. If I want playlists, I'll use Spotify or maybe Tidal some because Tidal has got some really good ones. If I want serendipity, I'll use the 4U from Apple. So, it really varies.

Rascoff: What kind of music do you listen to?

MacFarlane: It'd be more a question of what don't I listen to. I like hip-hop. I like some country. I like anything from Taylor Swift to the Ruen Brothers to Q-Tip's new album, the Roots.

Rascoff: Eclectic.

MacFarlane: Yeah. It's pretty eclectic.

Rascoff: What's on top of the list of things that you want to do next in life?

MacFarlane: Hang around here and help it be the next 10x growth that I know it's capable of. Music is such a fantastic spot. I think it'll be bigger than it's ever been. It's so much fun seeing it through the darkest of times and now it's opening back up. I love music. That's great for the artists. Everybody wins, finally.

Rascoff: I love your mission: Fill every home with music. It's something that I do almost every day with Sonos. Thanks a lot for speaking with me, John.

MacFarlane: It's my pleasure. It's my honor.

Rascoff: Thank you.

The post Sonos' John MacFarlane: Never Be Satisfied appeared first on Office Hours.

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From Retro Cool to AI Convenience: LA’s New Tech Normal

🔦 Spotlight

Hello LA,

What do you get when you cross a 1950s diner, robot-powered retail, and apps trying to do the right thing? A very Hollywood week in LA tech.

  Image Source: Tesla

 

Let’s start with the most literal: Tesla’s long-awaited retro-futuristic diner just opened on Sunset, complete with drive-in movie screens, EV charging bays, and a neon glow that practically begs to be Instagrammed. It’s a mashup of Elon-style nostalgia and innovation, where your burger might take longer to arrive than your Model 3 finishes charging. While the menu sticks to diner classics (yes, there's a milkshake bar), the real flex is how Tesla is rebranding waiting as an “experience.” In a city where parking is currency, Tesla has turned it into a destination.

  Image Source: VenHub

 

Just down the street, VenHub’s smart convenience store quietly opened its doors, but this is no 7-Eleven. The Pasadena-based startup is betting on AI-powered, cashier-free retail hubs that can be dropped anywhere, anytime. Think vending machine meets Apple Store. Investors are buying in on the promise of 24/7 access to snacks, essentials, and even meds. No human required. In a city of hustle, VenHub wants to make “convenient” even more convenient. Check out their locations here.

Uber also rolled out new "Women Rider Preferences" in LA, letting women and nonbinary drivers opt to pick up women riders. It's a long-requested feature aimed at improving safety and comfort, especially for those driving at night. And while it’s opt-in for now, it’s a significant move toward rethinking trust and transparency in ride-hailing, starting with the people behind the wheel.

  Image Source: Snap

 

And finally, Snap launched "Home Safe Alerts" to quietly keep you safer on the move. You can now send automatic updates to trusted friends when you're heading out or getting home. It’s a subtle yet powerful shift toward making tech feel more protective and less performative. Snap’s way of saying, "Text me when you get home," but without the follow-up guilt.

So whether you're grabbing a burger under the glow of a Tesla screen, scanning a QR code at a robot-run bodega, or just getting home a little safer, this week reminded us that LA doesn’t just build the future. It makes it weird, wonderful, and just a little more user-friendly.

Catch you next week ✌️

🤝 Venture Deals

LA Companies

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LA Venture Funds

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LA Exits
  • Exverus Media, a Los Angeles-based media agency known for its data-driven approach to brand growth, has been acquired by global marketing firm Brainlabs. The acquisition strengthens Brainlabs’ U.S. presence and adds strategic media planning and measurement capabilities to its portfolio. Exverus will continue operating under its brand while gaining access to Brainlabs’ global resources and infrastructure. - learn more
  • Generous Brands is set to acquire Health-Ade Kombucha, the Los Angeles-based beverage company known for its premium, gut-healthy drinks. The deal marks Generous Brands’ push into the fast-growing functional beverage market and adds a high-profile name to its portfolio. Health-Ade will continue operating with its existing team while benefiting from expanded resources and distribution capabilities. - learn more
  • Launch Potato has acquired OnlyInYourState, a travel discovery platform known for spotlighting hidden gems across the U.S. The acquisition expands Launch Potato’s portfolio of digital brands and supports its goal of using AI to personalize trip planning experiences. OnlyInYourState will continue to operate while integrating with Launch Potato’s performance marketing and content strategy capabilities. -learn more
  • Vilore Foods has acquired Tia Lupita Foods, a better-for-you Mexican food brand known for its hot sauces, chips, and tortillas made with simple, sustainable ingredients. The acquisition expands Vilore’s portfolio into the health-conscious and culturally authentic food space. Tia Lupita will continue to operate under its brand while gaining access to Vilore’s distribution network and resources. - learn more

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      The $260M Robot Revolution Happening in Torrance

      🔦 Spotlight

      Hello Los Angeles,

      Forget rockets. This week, the loudest move in the defense tech scene came from a factory floor in Torrance, where Hadrian secured $260 million to fuel its robot-run revolution.

      The company, which builds AI-powered, robot-run factories for America’s aerospace and defense industries, announced the massive Series C raise, led by existing investors like Lux Capital and Founders Fund, along with a factory expansion loan facility arranged by Morgan Stanley. The funding will power Hadrian’s third factory (in Arizona), unlock full product manufacturing, and accelerate its mission to bring American manufacturing roaring back faster, smarter, and more automated than ever.

      And here’s what makes them fascinating: Hadrian isn’t just churning out parts. They’re reinventing what a factory is. Their facilities look more like giant humming circuit boards than the smokestacks of old, packed with robots, AI, and ambition to move at the speed of software.

      It’s the kind of vision you’d expect from a founder who speaks about reshoring U.S. manufacturing as if it were a moral obligation and then backs it up with billion-dollar contracts and steel-and-silicon proof.

      We’ll be watching closely to see what Hadrian assembles next. One thing’s certain: the robots are already working overtime, and if you’re smart (or a robot whisperer), you might want to join them.

      🤝 Venture Deals

      LA Companies

      • Boulevard, a SaaS startup that helps salons and self-care businesses manage scheduling and operations, has raised an $80M Series D led by JMI Equity at a valuation near $800M. The funding will fuel enhancements to its AI-powered scheduling tools and support continued product innovation and market expansion. - learn more
      • Rwazi has raised $12M in Series A funding to expand its AI-powered decision-making platform, which helps businesses replace gut-based decisions with real-time insights and simulations based on consumer behavior. The round was led by Bonfire Ventures and will support the growth of Rwazi’s simulation engine and data infrastructure to help companies make more precise, data-driven decisions across marketing, product, and operations. - learn more
      • Lexington Bakes, an artisan bakery known for its gluten-free, organic oat bars and luxury brownies, has raised $1M in a seed round. The investment was led by Rainfall Ventures. The funding will help the company transition to co-manufacturing, expand its retail reach from about 100 to a projected 1,000 doors in the next year, and scale up its team and operations. - learn more

      LA Venture Funds

      • TCG (The Chernin Group) participated in Substack’s latest $100M funding round, joining Andreessen Horowitz, and other investors. Their investment underscores confidence in Substack’s vision to grow its subscription publishing platform and expand its tools for independent writers and creators. - learn more
      • Acre Venture Partners participated in Zucca’s $5M funding round to help the Seattle startup scale its platform, which uses AI to design and develop plant-based food products faster and more efficiently. Their investment will support Zucca’s mission to create sustainable, health-focused foods and expand its operations. - learn more
      • Sound Ventures joined XMTP’s $80M Series B to back its vision of redefining how people communicate in the web3 world. With this funding, XMTP plans to scale its decentralized, privacy-focused messaging protocol, enabling secure, wallet-to-wallet conversations across the blockchain ecosystem. - learn more
      • Morpheus Ventures and Sage Venture Partners participated in Datavations’ $17M Series A funding round, with Morpheus joining as a new investor and Sage returning as an existing backer. Datavations, an AI-driven analytics platform for the building materials and home improvement industries, uses machine learning to deliver actionable insights on pricing, inventory, assortment, and supply chains. The funds will be used to grow the team, accelerate development of its Commerce Alert Hub, and expand its presence across North America. - learn more
      • Mucker Capital led the $3.3M seed round for Bidbus, an AI-powered consumer-to-dealer used car marketplace in the U.S. The platform enables car owners to auction their vehicles online and receive competing offers from dealers, while dealers gain access to high-quality inventory more efficiently. The funding will help Bidbus enhance its AI capabilities and expand into new markets. - learn more
      • Creative Artists Agency (CAA) participated as a strategic investor in Moonvalley’s $84M funding round, signaling strong industry confidence in the company’s development of a fully licensed, AI-powered video generation platform tailored for professional filmmakers and studios. CAA’s investment reinforces Moonvalley’s commitment to ethical AI practices and provides it with a direct pipeline to top-tier creative talent and entertainment partners. - learn more
      • MANTIS Venture Capital joined Zip Security’s $13.5M Series A funding round, backing the company's mission to deliver automated, AI-driven cybersecurity and compliance solutions. Their participation supports Zip’s efforts to expand its engineering team, build deeper platform integrations, and scale into regulated industry verticals like defense, finance, and healthcare. - learn more
      • Rebel Fund participated in Apolink’s oversubscribed $4.3M seed round, joining other notable backers such as Y Combinator and 468 Capital. By investing in this 19‑year‑old–led space tech startup, Rebel Fund is supporting Apolink’s mission to deliver continuous LEO satellite connectivity and facilitate its planned demo missions and constellation build‑out. - learn more

        LA Exits
        • Retina AI is to be acquired by Onar in a deal that will enhance Onar’s AI-powered customer analytics and personalization offerings. By integrating Retina’s predictive customer lifetime value technology, Onar aims to provide businesses with deeper insights into customer behavior and more precise targeting. The acquisition highlights Onar’s commitment to delivering data-driven solutions for optimizing customer relationships. - learn more
        • Nearsure, a U.S.-based tech services company with over 600 professionals across 18 Latin American countries, has been acquired by Nortal to bolster its AI and enterprise solutions in the Americas. Known for its AI-driven transformation, custom software, and partnerships with major platforms, Nearsure will merge into Nortal’s U.S. operations and rebrand later this year. The acquisition allows Nearsure to expand into U.S. and European markets while enhancing its AI, cybersecurity, and enterprise offerings. - learn more
        • InsideOut Sports & Entertainment, the event production company behind high‑profile sports events like The Pickleball Slam, Pro Padel League, and Major League Pickleball, has been acquired by GSE Worldwide, marking GSE’s first foray into live event production. Founded by tennis legend Jim Courier and Jon Venison, who will now serve as EVP and head of the new GSE Productions division, InsideOut’s team will integrate into GSE to help scale its live-event operations into new markets. - learn more

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          From Sunset Boulevard to Outer Space: LA’s Latest

          🔦 Spotlight

          Good Morning Beliebers and Los Angeles!

          While Justin Bieber’s new album dropped last night, here’s what else is making headlines in Los Angeles this week.

          Luma has opened its Dream Lab on Sunset Boulevard, boldly positioning itself at the forefront of AI-powered creativity. Known for transforming ordinary photos into cinematic 3D scenes, Luma is combining cutting-edge research with practical tools to build a playground for artists, engineers, and anyone ready to push the boundaries of visual storytelling. In their words: “From Hollywood blockbusters to the next generation of immersive media, this is where the magic happens.”

          Meanwhile, well beyond our skyline, SpaceX reportedly hit an eye-popping $400 billion valuation in a recent share sale, making it one of the most valuable private companies ever. The milestone reflects both investors’ fervor for the commercial space race and LA’s unrivaled role as the launchpad of aerospace innovation.

          LA continues to prove it can deliver on the ground, in the cloud, and far beyond the stars. See you next week.

          🤝 Venture Deals

          LA Companies

             
          • Varda Space Industries, the El Segundo–based company manufacturing pharmaceuticals in microgravity, has raised $187M in a Series C round led by Natural Capital and Shrug Capital, bringing its total funding to approximately $329M. The funds will support an increased launch cadence of robotic drug-production capsules, expansion of its El Segundo lab for biologic drug crystallization, and broader efforts to scale commercial microgravity-driven drug formulation and hypersonic reentry testing. - learn more

          LA Venture Funds

          • Rebel Fund participated in Vellum’s $20M Series A round, which was led by Leaders Fund. The company helps businesses build and optimize LLM-powered applications. Vellum plans to grow its team and speed up product development with the new funding. - learn more
          • Bold Capital participated in a $31M Series B funding round for Aqtual, a Hayward, California based precision medicine startup developing a cutting edge cell free DNA (cfDNA) multiomics platform. The capital will help commercialize Aqtual’s flagship rheumatoid arthritis diagnostic, currently being tested in a 1,300 patient trial, and support expansion into other chronic and autoimmune diseases. - learn more
          • Strong Ventures invested in VERAMORE, a skincare brand focused on addressing early signs of aging in women. Since launching in March 2022, VERAMORE has grown over 300% annually, expanded to more than 16 products, and entered markets including Japan, Singapore, Vietnam, Taiwan, Europe, and Korea. The funding will support its D2C growth, product-driven marketing, and planned global expansion starting with Japan in 2025 and the U.S. and Europe in 2026. - learn more
          • Mucker Capital joined a $3.7M seed funding round for Velvet Capital aimed at launching its DeFAI operating system and $VELVET governance token. Velvet’s vertically integrated DeFi toolkit combines AI-powered trading, portfolio management, APIs, and a native token to streamline on-chain investment for funds, DAOs, and individual traders. The funding will accelerate platform development, the rollout of its tokenomics, and broader adoption of its intent-based DeFi suite. - learn more
          • Btech Consortium Fund participated in a $8.5M Series A funding round for Castellum.AI, a New York based financial crime compliance platform that uses in‑house risk data, AI, and screening tools to help financial institutions manage AML/KYC compliance. The funds will be used to expand their team, enhance integrations with financial institutions, and accelerate adoption of their AI‑powered compliance solutions. - learn more
          • Bold Capital Partners joined the oversubscribed $45M Series A round for Centivax, a South San Francisco biotech company dedicated to developing a universal flu vaccine using a proprietary mRNA-based immune-engineering platform. Led by Future Ventures, the funding will help Centivax advance its lead candidate into Phase I clinical trials and expand its broader universal immunity pipeline targeting pathogens like RSV, HIV, and malaria. - learn more
          • Alpha Edison participated in Honor Education’s $38M Series A funding round for the San Francisco–based learning platform. Honor uses AI‑enhanced, mobile-first courses and credentialed programs to improve engagement and leadership development. The funding will be used to scale AI capabilities, personalize learning experiences, and expand the company’s operations and customer‑success teams to meet rising demand. - learn more
          • Wasserman Ventures participated in a $7M seed round for Fantasy Life, the fantasy sports platform founded by Matthew Berry. The funding will support the launch of Fantasy Life’s revamped platform, featuring new “Guillotine Leagues,” a modernized app experience, and enhanced content and tools to scale its audience and technology offerings. - learn more

          LA Exits
          • El Segundo based Kaye Capital Management, a fee only RIA with approximately $700M in assets under management and $300M in assets under advisement, was acquired by Modern Wealth Management, marking its 17th acquisition and pushing its total AUM over $8.5B. The deal strengthens Modern Wealth’s presence in California and adds Kaye’s institutional retirement plan expertise to its suite of financial and retirement solutions for clients. - learn more
          • NIRx Medical Technologies was acquired by Gilde Healthcare’s private equity fund and combined with Artinis Medical Systems to form a world-leading neuroimaging group. Both companies will retain their brands and locations while collaborating on R&D, product development, and global expansion of their functional near-infrared spectroscopy (fNIRS) tools to advance research in mental health, neurodegenerative diseases, and stroke rehabilitation. - learn more
          • Emotive, a conversational SMS marketing platform, has been acquired by Privy to create a unified solution for e-commerce brands that combines email, SMS, pop-ups, and real-time customer conversations. The integrated platform will help over 10,000 merchants simplify their marketing, personalize customer interactions, and strengthen relationships with dedicated strategists and transparent pricing. - learn more

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