QA Wolf replaces arcane testing tools with AI technologies and world-class expertise to automate software quality control.

ChangeEngine is on a mission to make internal communications more adaptive, growth-oriented, and, yes, fun. 

Futurists are excited about AI's potential to transform decades-old industries, and ODAIA is leading the way with AI-powered insights for pharmaceutical companies.

Erik Palitsch spent a decade working with Elon Musk at SpaceX, now he and his team at Freeform are developing technology that uses 3D printing to manufacture high-quality, metal parts at mass production scale.

EdgeQ founder, Vinay Ravuri, refuses to be deterred by difficult and seemingly impossible challenges, which sets his company apart the rest.

Inscribe co-founders Conor and Ronan Burke developed an artificial intelligence-based approach to assessing risk by parsing and analyzing billions of applicant data points in seconds.

Imagen co-founder Alex Dresner is setting a new standard for healthcare and re-imagining how patients are diagnosed, treated, and managed.

OpsLevel founders Ken Rose and John Laban talk about their path to entrepreneurship and how they landed on an idea whose time has clearly come.

Glueck and his partners are looking to increase patient access to the best specialty healthcare, matching users with an online medical care team that will help them plan everything from a nutrition regimen to sleep and mental health management as well as diagnostic testing or medications.

Going from zero to one client is difficult. You have a vision for something different and you must be persistent around that. Once I began to secure customers and word-of-mouth referrals, there was a groundswell of momentum to build on.

I had dedicated my career to innovating in healthcare so when this opportunity came along, I just knew it was the thing I had to do next.

My point of view was that HR software needed to move beyond HR. At Zenefits, we had been making early tentative forays into things like app provisioning and some of the early kind of IT stuff that we ended up really doubling down on at Rippling. I felt that if I wanted this thing to exist, I needed to build it.

The role of sales has changed from being a talking brochure turning up with the product specs, to now being an advisor. And how can I help you to solve your needs right now and solve them in the best way to being more consultative and adding value to the whole process.

We saw a tremendous amount of impact that we could have on people’s businesses. By saving them 10 hours of administrative work a week, they could now go see their kid’s baseball games and do stuff outside of work that they had never been able to do before.

I had a skiing accident that opened my eyes to how fundamentally broken our healthcare system is and became obsessed with improving the industry. I realized that something was happening in consumer healthcare; the market was growing exponentially, and I was getting an itch to start something myself.

When you work in the Bay Area, there are generally two modes of operating: join a startup or a big, big company — or you start a company. At a certain point, I was like, Why can’t I work on something that is so exciting and have the opportunity to influence and touch billions of people in ways that are impactful.

If we can already do computer vision and machine learning that segments out objects, and overlays work instructions, and does object recognition, then you really don’t need the human under that. From day one I knew that it came back to visual AI for me.

I think the thing that attracted me to academia is similar to what I also enjoy about entrepreneurship — which is being on the edges of the known and trying to create new things. The thing that gets me excited is trying to create, discover, and solve problems that haven’t been solved before.

Content is really the lifeblood of a digital business. And when you start to make a business digital, it all comes down to putting the right kind of content in front of the right people — customers or stakeholders — in the right way. It goes to the core of how you drive revenue.

My rowing coach told me something that’s served me well since: he said don’t let your highs get too high or your lows get too low. And I think that guidance has served me well from an entrepreneurial perspective.

We are personally very driven by the emotions behind Tia — it’s sort of a moral calling because we believe we are building a product that women fundamentally do deserve and need. But as part of that, you also have to figure out how to do that and build a big business at the same time.

Work is a lot easier when you love what you do, so I try to share my enthusiasm for what I do with those around me and create an environment where they can love what they do, too. I’m an extremely energetic person, and it’s rewarding when I energize others.

If we were to truly make this succeed, it was clear to me that we would need to start from day one with an integrated team, where we could put neurobiologists right next to computer scientists and not only build a software platform but also build our own labs and our own drug discovery facilities.

When Giovanni and I finally decided to work together, we didn’t have a specific idea. We debated a lot of ideas and then ultimately did what one of our investors calls a walkabout, where you go through your network and speak to different people about what’s on their minds.

We’ve created a product and a working environment — and that makes me happy. It’s an incredibly difficult job, no matter how well your company might be doing. I don’t believe any entrepreneur who says it’s easy. I’ve learned that as your company grows, it just gets harder.

The idea behind liberal arts is about cultivating a broad interest in order to learn — in this case, about innovations in other areas that might be relevant to my own business and then applying the right lessons to solve problems.

I rowed crew in high school. There is so much time that’s not in the boat that it makes the time in the boat special. You literally spend six to twenty hours a week in training for a five-minute race. It taught me a lot of good lessons about hard work, teamwork, and collaboration.

I wanted to do something where I could use technology to scale and change the world by delivering on all the promises that were being made about improving teams and performance. The reality is that collaboration tools don’t do that. You know what does that? Social and emotional skills.

A lot of my thinking is around creating things that scale, being able to iterate, and not getting discouraged by the way things are now by focusing on how things could be. All that is part of the normal mindset that a lot of people have in San Francisco.

My parents instilled this idea that it was important to pursue things that are going to have a positive impact in the world, and that it’s important to have an empowering view of what’s possible. This sense of ‘Is there a way to fix it?’