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How Screendoor became a key signal for emerging VC talent

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A screendoor is pretty much half a door.

Mesh and semi-transparent, screendoors are most associated with sticky summer Sunbelt days, but they’re not fundamentally aesthetic—they’re meant to improve air circulation for homes. 

“What it also symbolized was that, as a kid, you knew when your friends were home, and you could go over and open the door,” said Hunter Walk, cofounder of LP Screendoor and cofounder at VC Homebrew. “It meant ‘come on in.’ It was an invitation… So, when we were thinking about starting Screendoor, it was from the standpoint of inviting and easing new managers into the ecosystem. The metaphor of the screendoor as a symbol and signal just stuck for us.”

Walk—known for his online writing and for backing companies like ShieldAI, Plaid, Gusto, and Chime through Homebrew, the firm he cofounded with Satya Patel—launched Screendoor with Patel in 2021, at what’s now become an almost apocryphal moment in venture capital: the height of the ZIRP (zero interest rate policy) era. At the time, Patel and Walk got together with eight other GPs—including Forerunner’s Kirsten Green, Cowboy Ventures’ Aileen Lee, and Precursor’s Charles Hudson—who agreed to serve as advisors to emerging VC fund managers. 

Their idea was straightforward—act as an LP to the most promising emerging managers long before they became obvious winners. If it worked, it would be a win-win.

“Usually, LPs will say, ‘great, let’s wait until your fund three or four, when you quote-unquote have a track record,’” said Walk. “We looked at our own experiences—Homebrew’s fund one was quite successful—and thought that LPs who take that perspective are missing out on alpha…So, we saw Screendoor originally as the bridge between the best of new emerging managers and large institutional LPs who wanted to build relationships with those emerging managers while also capturing some of the upside.”

Screendoor’s now been around for nearly five years, a time frame in which much has changed. The AI boom has materialized, but overall the ecosystem has grown increasingly split between the haves and have-nots. In 2025, for all but the most elite firms, fundraising has been challenging: In the first half of the year, the top 30 firms collected 74% of all venture dollars raised from LPs, and 12 firms in the U.S. comprised 50% of that total value, according to PitchBook.

“Unless you’re spinning out of an established multi-stage venture fund, it’s a challenging environment for emerging managers,” said Precursor’s Hudson via email. “LPs are cautious, preferring to reinvest in funds they already know. This concentration of capital makes it harder for emerging managers to break through, especially if they don’t have strong LP networks, a strong track record, and an obviously differentiated thesis.”

Screendoor is key, Hudson adds, in the “growing ecosystem of support for emerging managers,” which also includes organizations like Raise and Venture Forward. Some emerging managers naturally have buzz, like those spinning out of giant platforms like Andreessen Horowitz, but for those with unconventional backgrounds, they’re a harder sell in a tough environment, especially for the deluge of investors who raised funds in the ZIRP era. According to PitchBook, among managers who raised first funds in 2021, only 33% have raised a second fund so far. There’s still time, of course, for those who haven’t, but the landscape remains tough. 

It’s still early for all involved, but Screendoor says 100% of its VC managers who have pursued a subsequent fund have succeeded in raising it. Among them: Screendoor-backed managers leading firms like Sunflower Capital and Divergent Capital have raised second funds in 2025 and 2024 respectively. Screendoor’s strategy involves being among the first LPs to commit and taking an ecosystem approach, providing these emerging managers with mentorship, network, and co-investing connections in order to succeed. 

“I have this database of every LP that I’m aware of and, to be honest, I don’t know a single LP out there that’s like Screendoor, “said Liu Jiang, founder of Sunflower and previously of Sequoia. “There are so many funds-of-funds, right? And so many LPs in general, but none of them provide the same value. Most of the time, I’m the one pinging Screendoor with a question, which is really rare. I don’t tend to ping LPs with questions.”

Screendoor may have started as ad-hoc, but it has become increasingly institutionalized since Lisa Cawley, formerly from the family office world, joined in 2023. This year, Screendoor has backed a number of buzzy debut funds that Term Sheet has broken the news on, including Rex Woodbury’s Daybreak and Ashley Smith’s Vermilion Cliffs Ventures. Both are relatively unconventional—Woodbury was previously at Index Ventures but is best known for his Substack Digital Native, while Smith has a background as an operator at companies like Twilio and GitHub. 

“If you’re trying to remove all of the perceived risk in a venture investment, you’re just removing the alpha from it,” said Cawley. “The other thing from the LP side is that the real risk in emerging managers isn’t actually participating in it—it’s waiting too long for someone to emerge, for them to no longer be an emerging manager. LPs can sit and wait for performance, but by waiting, you’re not actually participating. You’re making a different bet.”

Finding true alpha in VC, Walk says, is in part a right-sizing game: “Venture, for me, is: Does the firm’s fund size match their talent and strategy? I’d say that for most funds that have grown large, the AUM has grown faster than the quality of the average partner, and the ability to deploy successfully.” For Walk, this all comes back to a core principle: That emerging managers aren’t emerging for long. 

“We’re trying to back competitors,” he said. “We’re funding our competition. We’re not funding minor leagues. We’re not funding scouts. We’re funding people who, head-to-head, have a reasonable chance of beating a Homebrew, beating a Forerunner at some point. That’s the bar.”

That’s the bar—but it’s also a door, one clear enough to walk through.

See you tomorrow,

Allie Garfinkle
X:
@agarfinks
Email: alexandra.garfinkle@fortune.com
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Joey Abrams curated the deals section of today’s newsletter. Subscribe here.

Venture Deals

Gamma, a San Francisco-based AI-powered presentation-making platform and website builder, raised $68 million in Series B funding. Andreessen Horowitz led the round and was joined by Accel, Uncork Capital, and others.

1mind, a San Francisco-based AI platform designed to lead marketing, sales, and customer success, raised $40 million in funding, including a $30 million Series A round led by Battery Ventures and joined by Primary Ventures, Wing Venture Capital, and others.

AirOps, a New York City-based content engineering platform for AI search, raised $40 million in Series B funding. Greylock led the round and was joined by Unusual Ventures, Wing Venture Capital, XFund, Village Global VC, and Frontline VC.

Extellis, a Durham, N.C.-based satellite imaging company, raised $6.8 million in seed funding. Oval Park Capital led the round.

Spectral Compute, a London, U.K.-based developer of a software designed to enable Compute Unified Device Architecture applications to run on any GPU, raised $6 million in seed funding. Costanoa led the round and was joined by Crucible and angel investors. 

OneLot, a Manila, Philippines-based financing platform for used car dealers, raised $3.3 million in seed funding. Accion Ventures and 468 Capital led the round and were joined by Everywhere Venture, Seedstars, and others.

NLPatent, a Toronto, Canada-based AI-powered patent research and intelligence platform, raised $3 million in funding. Mighty Capital and Draper Associates led the round and were joined by The Legal Tech Fund, Storytime Capital, and The51.

Private Equity

Avego invested $29 million in myTomorrows, an Amsterdam, the Netherland-based platform designed to connect patients with all possible pre-approved treatments.

Lindsay Goldberg agreed to acquire EMCO Chemical Distributors, a Pleasant Prairie, Wis.-based distributor of industrial chemicals. Financial terms were not disclosed.

Miller Environmental Group, a portfolio company of Coalesce Capital, acquired ACE Environmental Services, a New York City-based environmental consulting company. Financial terms were not disclosed.

MML Capital Partners agreed to acquire a majority stake in Lowe Rental Corporation, a Lisburn, Northern Ireland-based commercial refrigeration and catering equipment company. Financial terms were not disclosed.

Russell Landscape Group, a portfolio company of The Sterling Group, acquired Utz Environmental Services, a Leander, Texas-based landscaping company. Financial terms were not disclosed.

State Street Corporation acquired PriceStats, a Boston, Mass.-based provider of daily inflation statistics. Financial terms were not disclosed.

Valor Exterior Partners, a portfolio company of Osceola Capital, acquired Unisource Roofing, a Louisville, Ky.-based roofing company, and A. Casperson Co., a Stow, Ohio-based home remodeling company. Financial terms were not disclosed.

Exits

Arcline Investment Management agreed to acquire Novaria Group, a Fort Worth, Texas-based provider of components and processes for the aerospace and defense industries, from KKR for approximately $2.2 billion.

Align Capital Partners acquired Advantage Investigations, a Kannapolis, N.C.-based insurance investigation services platform, from MD Holdings. Financial terms were not disclosed.

Nexture agreed to acquire Frulact, a Porto, Portugal-based natural ingredient solutions platform, from Ardian. Financial terms were not disclosed.

Satair, an Airbus company, agreed to acquire Unical Aviation, a Glendale, Ariz.-based provider of aerospace aftermarket parts, from Platinum Equity. Financial terms were not disclosed.

Funds + Funds of Funds

J2 Ventures, a Boston, Mass.-based venture capital firm, raised $250 million for its new Brookhaven Fund focused on developing technologies across advanced computing, cybersecurity, AI, and other tech fields.

Glasswing Ventures, a Boston, Mass.-based venture capital firm, raised $200 million for its third fund focused on pre-seed and seed investments in AI-native and frontier tech companies.

Other

Yeti Holdings acquired Helimix, a Punta Gorda, Fla.-based designer and manufacturer of a shaker bottle for protein drinks, for $38 million.



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Why the timing was right for Salesforce’s $8 billion acquisition of Informatica — and for the opportunities ahead

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The must-haves for building a market-leading business include vision, talent, culture, product innovation and customer focus. But what’s the secret to success with a merger or acquisition? 

I was asked about this in the wake of Salesforce’s recently completed $8 billion acquisition of Informatica. In part, I believe that people are paying attention because deal-making is up in 2025. M&A volume reached $2.2 trillion in the first half of the year, a 27% increase compared to a year ago, according to JP Morgan. Notably, 72% of that volume involved deals greater than $1 billion. 

There will be thousands of mergers and acquisitions in the United States this year across industries and involving companies of all sizes. It’s not unusual for startups to position themselves to be snapped up. But Informatica, founded in 1993, didn’t fit that mold. We have been building, delivering, supporting and partnering for many years. Much of the value we bring to Salesforce and its customers is our long-earned experience and expertise in enterprise data management. 

Although, in other respects, a “legacy” software company like ours — founded well before cloud computing was mainstream — and early-stage startups aren’t so different. We all must move fast and differentiate. And established vendors and growth-oriented startups have a few things in common when it comes to M&A, as well. 

First and foremost is a need to ensure that the strategies of the two companies involved are in alignment. That seems obvious, but it’s easier said than done. Are their tech stacks based on open protocols and standards? Are they cloud-native by design? And, now more than ever, are they both AI-powered and AI-enabling? All of these came together in the case of Salesforce and Informatica, including our shared belief in agentic AI as the next major breakthrough in business technology.

Don’t take your foot off the gas

In the days after the acquisition was completed, I was asked during a media interview if good luck was a factor in bringing together these two tech industry stalwarts. Replace good luck with good timing, and the answer is a resounding, “Yes!”

As more businesses pursue the productivity and other benefits of agentic AI, they require high-quality data to be successful. These are two areas where Salesforce and Informatica excel, respectively. And the agentic AI opportunity — estimated to grow to $155 billion by 2030 — is here and now. So the timing of the acquisition was perfect. 

Tremendous effort goes into keeping an organization on track, leading up to an acquisition and then seeing it through to a smooth and successful completion. In the few months between the announcement of Salesforce’s intent to acquire Informatica and the close, we announced new partnerships and customer engagements and a fall product release that included autonomous AI agents, MCP servers and more. 

In other words, there’s no easing into the new future. We must maintain the pace of business because the competitive environment and our customers require it. That’s true whether you’re a small, venture-funded organization or, like us, an established firm with thousands of employees and customers. Going forward we plan to keep doing what we do best: help organizations connect, manage and unify their AI data. 

Out with the old, in with the new

It’s wrong to think of an acquisition as an end game. It’s a new chapter. 

Business leaders and employees in many organizations have demonstrated time and again that they are quite good at adapting to an ever-changing competitive landscape. A few years ago, we undertook a company-wide shift from on-premises software to cloud-first. There was short-term disruption but long-term advantage. It’s important to develop an organizational mindset that thrives on change and transformation, so when the time comes, you’re ready for these big steps. 

So, even as we take pride in all that we accomplished to get to this point, we now begin to take on a fresh identity as part of a larger whole. It’s an opportunity to engage new colleagues and flourish professionally. And importantly, customers will be the beneficiaries of these new collaborations and synergies. On the day Informatica was welcomed into the Salesforce family and ecosystem, I shared my feeling that “the best is yet to come.” That’s my North Star and one I recommend to every business leader forging ahead into an M&A evolution — because the truest measure of success ultimately will be what we accomplish next.

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.



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The ‘Great Housing Reset’ is coming: Income growth will outpace home-price growth in 2026

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Homebuyers may experience a reprieve in 2026 as price normalization and an increase in home sales over the next year will take some pressure off the market—but don’t expect homebuying to be affordable in the short run for Gen Z and young families.

The “Great Housing Reset” will start next year, with income growth outpacing home-price growth for a prolonged period for the first time since the Great Recession era, according to a Redfin report released this week. 

The residential real estate brokerage sees mortgage rates in the low-6% range, down from down from the 2025 average of 6.6%; a median home sales price increase of just 1%, down from 2% this year; and monthly housing payments growth that will lag behind wage growth, which will remain steady at 4%.

These trends toward increased affordability will likely bring back some house hunters to the market, but many Gen Zers and young families will opt for nontraditional living situations, according to the report. 

More adult children will be living with their parents, as households continue to shift further away from a nuclear family structure, Redfin predicted.

“Picture a garage that’s converted into a second primary suite for adult children moving back in with their parents,” the report’s authors wrote. “Redfin agents in places like Los Angeles and Nashville say more homeowners are planning to tailor their homes to share with extended family.”

Gen Z and millennial homeownership rates plateaued last year, with no improvement expected. Just over one-quarter of Gen Zers owned their home in 2024, while the rate for millennial owners was 54.9% in the same year.

Meanwhile, about 6% of Americans who struggled to afford housing as of mid-2025 moved back in with their parents, while another 6% moved in with roommates. Both trends are expected to increase in 2026, according to the report.

Obstacles to home affordability 

Despite factors that could increase affordability for prospective homebuyers, C. Scott Schwefel, a real estate attorney at Shipman, Shaiken & Schwefel, LLC, told Fortune that income growth and home-price growth are just a few keys to sustainable homeownership. 

An improved income-to-price ratio is welcome, but unless tax bills stabilize, many households may not experience a net relief, Schwefel said.

“Prospective buyers need to recognize that affordability is not just price versus income…it’s price, mortgage rate and the annual bill for living in a place—and that bill includes property taxes,” he added.

In November, voters—especially young ones—showed lowering housing costs is their priority, the report said. But they also face high sale prices and mortgage rates, inflated insurance premiums, and potential utility costs hikes due to a data center construction boom that’s driving up energy bills. The report’s authors expect there to be a bipartisan push to help remedy the housing affordability crisis.

Still, an affordable housing market for first-time home buyers and young families still may be far away.

“The U.S. housing market should be considered moving from frozen to thawing,” Sergio Altomare, CEO of Hearthfire Holdings, a real estate private equity and development company, told Fortune

“Prices aren’t surging, but they’re no longer falling,” he added. “We are beginning to unlock some activity that’s been trapped for a couple of years.”



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Nvidia’s CEO says AI adoption will be gradual, but we still may all end up making robot clothing

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Nvidia CEO Jensen Huang doesn’t foresee a sudden spike of AI-related layoffs, but that doesn’t mean the technology won’t drastically change the job market—or even create new roles like robot tailors.

The jobs that will be the most resistant to AI’s creeping effect will be those that consist of more than just routine tasks, Huang said during an interview with podcast host Joe Rogan this week. 

“If your job is just to chop vegetables, Cuisinart’s gonna replace you,” Huang said.

On the other hand, some jobs, such as radiologists, may be safe because their role isn’t just about taking scans, but rather interpreting those images to diagnose people.

“The image studying is simply a task in service of diagnosing the disease,” he said.

Huang allowed that some jobs will indeed go away, although he stopped short of using the drastic language from others like Geoffrey Hinton a.k.a. “the Godfather of AI” and Anthropic CEO Dario Amodei, both of whom have previously predicted massive unemployment thanks to the improvement of AI tools.

Yet, the potential, AI-dominated job market Huang imagines may also add some new jobs, he theorized. This includes the possibility that there will be a newfound demand for technicians to help build and maintain future AI assistants, Huang said, but also other industries that are harder to imagine.

“You’re gonna have robot apparel, so a whole industry of—isn’t that right? Because I want my robot to look different than your robot,” Huang said. “So you’re gonna have a whole apparel industry for robots.”

The idea of AI-powered robots dominating jobs once held by humans may sound like science fiction, and yet some of the world’s most important tech companies are already trying to make it a reality. 

Tesla CEO Elon Musk has made the company’s Optimus robot a central tenet of its future business strategy. Just last month, Musk predicted money will no longer exist in the future and work will be optional within the next 10 to 20 years thanks to a fully fledged robotic workforce. 

AI is also advancing so rapidly that it already has the potential to replace millions of jobs. AI can adequately complete work equating to about 12% of U.S. jobs, according to a Massachusetts Institute of Technology (MIT) report from last month. This represents about 151 million workers representing more than $1 trillion in pay, which is on the hook thanks to potential AI disruption, according to the study.

Even Huang’s potentially new job of AI robot clothesmaker may not last. When asked by Rogan whether robots could eventually make apparel for other robots, Huang replied: “Eventually. And then there’ll be something else.”



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