June 12, 2025 • 16 mins
Cut The Tie Podcast with Thomas Helfrich
Episode 264
Alexander Veach, founder of VCI, joins Thomas to talk about what it takes to break free from perfectionism and analysis paralysis to build something transformative. In this episode, Alex shares how his AI-powered platform is redefining due diligence for private equity and venture capital—especially in life sciences—by converting messy, unstructured data into fast, investor-ready insights. But behind the tech is a mindset shift: letting go of over-preparation and leaning into speed, clarity, and conviction.
About Alexander Veach
Alex Veach is the founder of VCI, an AI platform automating due diligence and data packaging for private equity and venture capital firms. With a background spanning bioengineering, consulting, and software, Alex brings deep operational and analytical expertise to the capital markets. His mission: to bring Bloomberg-level intelligence to private market transactions, making capital flow faster, smarter, and with more impact.
In This Episode:
- Cutting the Tie to Perfectionism
Alex shares how letting go of chronic over-preparation helped him unlock clarity, speed, and momentum as a founder. - AI for Smarter Capital Markets
From exit readiness to risk scoring, VCI automates the slowest parts of the deal cycle, making diligence real-time and scalable. - The Fear Behind Perfection
Perfectionism often hides fear—of failure, of being seen, of not being enough. Naming that fear became Alex’s unlock. - The Moment That Changed Everything
On a biotech diligence call, Alex realized the current system was broken—and that he was the one to fix it. - Speed Plus Structure Is the New Superpower
Forget waiting until it’s perfect. Execution beats theory, and progress compounds faster when you build out loud.
Key Takeaways:
- Don’t Wait for It to Be Perfect
Action drives clarity. Vision evolves through movement, not waiting. - Fear Hides Behind Overthinking
Perfectionism is often fear in disguise. Name it—and move anyway. - Systems Outlive Stories
Build infrastructure that scales. Narratives fade. Execution sticks. - Speed Without Structure Is Chaos
Balance your momentum with clarity. It’s the formula for founder-led growth. - Diligence Needs a Revolution
Capital markets don’t need more data—they need better signals, faster.
🔗 Connect with Alexander Veach
💼 LinkedIn: Alexander Veach
🌐 Website:https://veach.co/
📣 Ideal partners: PE & VC firms, secondaries buyers, M&A advisors, and founders dealing with messy due diligence data
🚀 Early access to VCI now available for select firms—reach out to join the pilot
🔗 Connect with Thomas Helfrich
🐦 Twitter: https://twitter.com/thelfrich
📘 Facebook: https://www.facebook.com/groups/cutthetie/
💼 LinkedIn: https://www.linkedin.com/in/thomashelfrich/
🌐 Website: https://www.cutthetie.com/
📧 Email: t@instantlyrelevant.com
🚀 InstantlyRelevant.com
Serious about LinkedIn Lead Generation? Stop Guessing what to do on LinkedIn and ignite revenue from relevance with Instantly Relevant Lead System
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome to Cut the Tie.
Hi, I'm your host, thomasHelfrich.
We're here to help you cut tiesto whatever's holding you back
from success.
Help you unleash the bestversions of yourself and maybe
the best entrepreneur.
Today, we're joined byAlexander Veach.
Alexander, how are you todayDoing great?
How about you?
I am delicious.
Thank you for asking.
Take a moment, introduceyourself and what it is you do.
Speaker 2 (00:25):
Sure Well, alex Veach , here I'm at Veach AI, and
Veach AI is an AI-poweredplatform that transforms messy,
unstructured deal data intoclean, investor-ready insights.
We're automating due diligencepreparation and data packaging
across acquisitions, secondariesand exits, and we want
investors to act faster, havemore confidence and have less
overhead.
Primarily looking to serveprivate equity and venture
(00:47):
capital firms, especially thosefocused on life sciences and
mid-market transactions, we alsosupport boutique M&A players
and secondary buyers navigatingcomplex diligence workflows, and
our goal is to build anintelligent infrastructure for
capital markets.
And, in short, I think whatBloomberg did for public
equities, I'm trying to do forprivate deals by turning
(01:10):
fragmented data into clarity andrisk detection and automation,
and all the noise fromconsulting into precise insights
.
And why are you the guy to workwith?
Yeah, I have unique backgroundthat's at the intersection of AI
, life sciences and privateequity and, based on my
experience and deep operationaland strategic expertise from
(01:33):
industry and also in managementconsulting, I believe I build
and bring the right tools forthe needs of the current market
and we're looking into a lot ofinnovative opportunities that
will make life easier and alsodrive value for both patients
and investors.
Speaker 1 (01:51):
Along your way.
Like I say, you've had quite aninteresting career in AI and
consulting what's kind of beenthe biggest tie you've had to
cut to find success.
Speaker 2 (02:00):
Well, I would say, on the personal side, it starts
there with my entrepreneurialjourney.
I think I went into this yearwanting to stop overanalyzing.
I had this chronicoverpreparation syndrome and the
idea that I needed every singledetail figured out before
moving and in reality I thinkthat was just some fear hiding
behind some perfectionism hidingbehind some perfectionism.
(02:26):
And so I let go of that mindsetto be overanalyzing.
I just want to move at founderspeed, with real clarity, and,
of course, in the business sidethat also meant cutting the ties
to some of the professionalorganizations that I had before,
so leaving the big corporateworld behind, in a sense, and
creating my own path and reallydriving my own accountability,
learning business developmentand sales, and creating the
relationships around somethingthat's truly innovative.
(02:47):
And that's where I am now.
Speaker 1 (02:49):
Any fear, like you say, any procrastination,
perfectionism, is always rootedin a fear.
Specifically, what fear did youhave?
Speaker 2 (02:58):
Yeah, I mean, perfection is tricky and I think
the reality is that you don'tnecessarily need to have every
single detail figured out.
Sometimes the 80-20 rule reallydoes apply and it's better just
to move quickly.
So instead of having everydetail mapped out, sometimes
it's better just to talk to thecustomer and understand their
(03:18):
perspective and help that.
Let that guide your pathforward and go to market
strategy, and so let that beevidence-based as opposed to
completely strategic in nature.
Speaker 1 (03:29):
Yeah, I mean fair to say, like sometimes that fear is
the perception of othersthinking that you don't, you're
not smart, or you don't have it,or you're, you're, you're an
imposter, like, does that kindof sit behind that perfectionism
and that procrastination pieceto move forward?
Speaker 2 (03:42):
Yeah, absolutely.
And the first step is awareness.
If you can even take that timeto reflect and know your own
values and face in the mirrorwhat that obstacle is and try to
understand what yourdeep-seated emotional block is
there, once you face it, you canunleash tremendous power and
momentum behind what you'retrying to build, or your goal or
(04:04):
your purpose.
So I think that's extremelyimportant for you to cut that
tie, whether it's, as Imentioned, specific details in
the product that you may or maynot have complete clarity over,
or just sales.
For example, I hadn't done somuch sales in my life.
I was previously an engineerand then got into business
development from the managementconsulting side, but on the
(04:26):
software development side,really talking to customers,
making sure it's not justprojecting a fear, but really
understanding what you want andwhat you need to succeed and
going after it.
And let the fear go away.
And once you inhabit theconfidence that you need to
pursue your business, a lot ofgood things start happening.
Speaker 1 (04:46):
So I think that's an important reflection moment is
that the fear is notprocrastination, perfection.
The fear is someone'sperception of you and when you
take that fear and turn it fromsomething that limits you into
something that fuels you, nowyou got something.
Now we're cooking with gas, soto speak.
All right, and it's a learningopportunity.
So you can always improve.
It is and you look at that fearas a learning opportunity to
(05:07):
remind you of what it is.
But if you can say it out loud,I'm afraid that someone's going
to think I'm stupid or whateverit is.
You're on your path.
Describe the moment thatshifted your perspective, that
kind of set you on that path tocut the tie, sure.
Speaker 2 (05:22):
Well, working in management, consulting and being
on these diligence calls with aprivate equity firm managing a
biotech portfolio, I think itbecame very obvious to me that
things could be improved.
So every deal required monthsof consulting works and these
firms are spending hundreds ofthousand dollars in prep costs.
And it was just to even decideif a company was close to being
(05:45):
exit ready.
And that's when I think itclicked for me and that these
customers or these clients don'tneed necessarily a dashboard,
but they needed real AIinfrastructure that could handle
this task.
You know, start structuringunstructured data and clean and
score and package the whole dealat scale.
(06:05):
And that's really the momentthat helped me reframe my entire
approach that the largecompanies, the big firms, were
not going to be the innovatorshere, but it was really a moment
for me where I decided I neededto lead and build.
Speaker 1 (06:21):
Yeah, I could see your.
I mean, the analogy I'd usewould be those firms that you're
working for, the managementconsulting.
They're running the fullmarathon as fast as they can and
they've trained well to do it.
What you're offering to them,what you could be as an asset,
is someone who can run 25 milesof that marathon in seconds, and
then they can take it the lastmile with the client and they
(06:42):
could do it faster and have morecompetitiveness.
And I don't know what yourmarket is or how you're
targeting it quite yet, but thatsounds like selling to the
management consulting firm atechnology that does.
This is the place to be,because that does move faster.
Speaker 2 (06:53):
Yeah, and I I mean I see different types of customers
, one being the private equityfirms as top use use case and
the decision makers there.
But certainly consultants whoare driving that work for their
own clients surely could benefitfrom this and I don't think
it's in their interest todevelop these tools quite yet as
it would cannibalize their ownbusiness, but surely they could
(07:14):
be strategic partners with usand help on execution, support
and strategic projects that gobeyond just looking at the
bottom line but really involveoperation strategy or
transformation work.
So certainly there areopportunities to collaborate.
Speaker 1 (07:29):
Yeah, yeah.
What's been the impact sincekind of cutting the tie?
Speaker 2 (07:33):
Yeah, so cutting the tie to the perfectionism that I
talked about, and I think whatit has unlocked essentially is
more speed and momentum.
So, personally, I think I'vebecome more decisive as a leader
and professionally.
I stopped waiting forvalidation or for opportunities
to come to me at the firm and Ireally started operating with
(07:53):
more discipline and conviction.
I brought a lot of structureinto my life and that, I think,
helps unlock more actions andalso very focused glide path
towards my go-to market strategy.
And, yeah, I think ourmessaging has also gotten
sharper.
So our investor materials aregetting tighter and we're really
(08:15):
trying to generate realtraction in the market now.
So I think I'm on the waytowards understanding the true
post-problem validation now andreally working with our earliest
design partners onunderstanding their needs and
catering to them for customsolutions, but also building
something that scales.
Speaker 1 (08:35):
Yeah, the perfectionist that learns to let
go becomes a very good, verylethal weapon in creating
content and other materials.
Because it's pretty damn goodand they just don't realize it
was perfect for somebody else.
Even their 80% was way pastwhat most people go to.
So good for you that you'reseeing the benefit of that and
speed.
What's the lesson you give yourlisteners?
Oh sorry, go ahead, go ahead.
Speaker 2 (08:55):
Yeah, I just wanted to make it very clear, like,
what I'm trying to deliver iswhat used to cost hundreds of
thousands of dollars in theconsulting model and it would
take months to deliver this.
I'm trying to automate thatentire process and actually
generate real-time insights fora fraction of the cost.
So I think it's an excitingopportunity, and especially in
life sciences, where there's theopportunity to bring therapies
(09:18):
and diagnostics to market fasterand shorten the deal cycle.
I think there's going to be theopportunity to have real impact
for patients, as I said, butalso to bring institutional
level diligence to smallerbusinesses that may have never
had access to that.
So I think there's a realpossibility to improve the whole
(09:40):
private markets.
Speaker 1 (09:41):
Great, I love the vision of it.
What's the lesson for thelistener?
It's great.
Speaker 2 (09:47):
I love the vision of it.
What's the lesson for thelistener?
Yeah, don't wait for your fullvision to be ready.
I think, like mine, it'sevolving over time.
So have speed, assisted withstructure, and let that assist
your brilliance.
Okay, so anchor in your haveclarification, but then move
quickly, and so I think myexecution model is really a form
(10:07):
of truth for me, if that makessense and you'll find your
market faster by building withthat momentum rather than just
theorizing in a vacuum.
Speaker 1 (10:17):
Yeah, I love that.
Some rapid fire questions Areyou ready?
Yes, let's do it.
Okay, who gives you inspiration?
Speaker 2 (10:23):
Yes, let's do it, okay.
Who gives you inspiration?
Oh, I would say my parents.
Just the way that they raisedtheir children with grace, with
hard work and faith.
They showed me that the legacythat they're building is built
every single day, and it's notjust declared with no
expectations.
It's something that hard workdelivers.
Speaker 1 (10:45):
That's beautiful.
I hope my kids say that aboutme one day.
What's the best advice you'veever received?
Speaker 2 (10:52):
I would say I was talking to a Bain Company mentor
that I had and he really askedme to think about systems as
opposed to just storytelling,because the stories can fade,
but systems and infrastructurecan stand the test of time and
truly win.
So build infrastructure, notjust narratives.
Speaker 1 (11:12):
And I think if you combine those two, by the way,
then you have it.
If you can say here's the storyand it was built upon this, and
here's another story, differentone, also built upon this.
That's when it becomesincredibly lethal.
In the sales piece it's like oh, I want that, I want to be a
story, so what's that?
One must read book.
Speaker 2 (11:33):
For me recently it was Principles by Ray Dalio, I
would say for my contextbuilding truth and transparency
and a scalable way to enhancetrust in any system, especially
startups.
That was my biggest takeaway.
Speaker 1 (11:47):
That's great.
You're deep in the AI world.
What's your favorite technology?
Speaker 2 (11:51):
Besides Veatch AI, which I think is the future for
capital efficiency.
Speaker 1 (11:54):
That's a fair answer right yeah.
Speaker 2 (11:56):
But outside of that we love what OpenAI is doing
with their agentic framework, solike autogen, so how AIs will
work work in teams, not justsolo capacity and I'm fascinated
by the swarm and agentic spaceand coordination for objectives
at the society level.
I think it's going to befascinating, and recently I was
(12:17):
playing around with googlenotebooks lm and just the way it
can just generate thesepodcasts and audio overviews
from large text it.
It's really fun.
Speaker 1 (12:26):
So yeah, yeah.
It's like as a podcaster, I'mlike even this is going to go
away, actually.
So it's crazy.
If you had to start over, whenwould you do that and what would
you do differently?
Speaker 2 (12:38):
Wow, yeah.
Well, I don't have any regrets,but I would say I would talk
less and build more and justkeep testing, iterate over and
over and talk to customers.
And yeah, I think that's thebiggest fear that investors have
for previous consultants, thatthere'll be all strategy and no
implementation or action.
(12:58):
So that's the one thing I wantto prove wrong.
And yeah, I think the earlymomentum matters more than the
polished theory, and so highquality, fast execution.
Speaker 1 (13:12):
Yeah, If there's a question I should have asked you
today, but didn't.
What is that question and howdo you answer it?
Speaker 2 (13:20):
So what's driving me to build VHAI, to build my
current venture?
I truly believe that capitalnow is like energy and it
actually has the power to healor to harm us.
And you know, I think I'veevolved in that thinking from
being a bioengineer and tospending more time in business.
(13:40):
I think when capital movesefficiently, with integrity, it
can truly fuel innovation.
And a lot of times in the pastwe haven't had that truth.
And now, with AI, we're at thisability to enhance our insights
or extract insights veryquickly, and our execution
models should be aligned to thatintelligence.
(14:03):
So, and especially in lifesciences.
So today, I think much ofprivate capital is stuck in
these outdated systems,literally running manual
diligences at the big four likeit's still early 2000s, so like
nothing has changed in 20 yearsand I'm building VJI to change
that, so that diligence doesn'tslow down progress but actually
accelerates it and offersclarity.
(14:25):
And ultimately, I think it'sabout making that invisible
visible, so bubbling up thoseinsights or risks and
opportunities and letting thecapital flow to the right teams
and at the right time.
Speaker 1 (14:38):
I love that.
Shameless plug time for you, bythe way, and I so appreciate
Alexander.
You always come in on there.
Alex, I call you Alexanderbecause my daughter's Alexandra,
so I feel compelled to say yourfull name anyway.
Probably won't make the editfor yeah On my emails.
Speaker 2 (14:51):
I think both names are always there, but I'm very
approachable, you know, and I dohave other creative pursuits,
but I love to keep the formaledge, of course, and it keeps me
in check of course, and itkeeps me in check.
Speaker 1 (15:06):
So yes, Let me ask you the question again for edit
purposes.
Speaker 2 (15:12):
Shameless plug for you.
Who should get ahold of you andhow do they do that?
Sure Well, I would love to talkto investors in the space who
are looking to enhance theirdeal analytics and want to bring
in AI long-term, and so VeatchAI is really created with that
audience in mind, and on myLinkedIn you can find me at Alex
Veatch or Alexander Veatch.
So yeah, please reach out.
(15:33):
If you're a private equity orventure capital operator or
secondaries buyer or M&A advisorworking on life science deals,
or any founder or investor juststruggling with unstructured
diligence data, so we're reallyexcited to bring on some firms
even at no cost, with earlyaccess for VHAI.
(15:53):
And if you're in a diligenceheavy transactions right now and
want to reduce your prep timeand increase your accuracy, I'd
really love to hear from you.
Speaker 1 (16:03):
Love it.
Thank you so much for coming onout today.
All right, thanks so much forhaving me.
Always great.
I think everyone who's beenlistening and watching to this
point here you know.
One call to action is well,first of all, go cut a tie to
something holding you back, butthen hit that follow button on
Apple or Spotify and if you're aYouTuber, hit the subscribe.
Thanks for listening.
Get out there.
Go cut the tie to anythingholding you back from.
Welcome to Cut the Tie.
Hi, I'm your host, thomasHelfrich.
We're here to help you cut tiesto whatever's holding you back
from success.
Help you unleash the bestversions of yourself and maybe
the best entrepreneur.
Today, we're joined byAlexander Veach.
Alexander, how are you todayDoing great?
How about you?
I am delicious.
Thank you for asking.
Take a moment, introduceyourself and what it is you do.
Speaker 2 (00:25):
Sure Well, alex Veach , here I'm at Veach AI, and
Veach AI is an AI-poweredplatform that transforms messy,
unstructured deal data intoclean, investor-ready insights.
We're automating due diligencepreparation and data packaging
across acquisitions, secondariesand exits, and we want
investors to act faster, havemore confidence and have less
overhead.
Primarily looking to serveprivate equity and venture
(00:47):
capital firms, especially thosefocused on life sciences and
mid-market transactions, we alsosupport boutique M&A players
and secondary buyers navigatingcomplex diligence workflows, and
our goal is to build anintelligent infrastructure for
capital markets.
And, in short, I think whatBloomberg did for public
equities, I'm trying to do forprivate deals by turning
(01:10):
fragmented data into clarity andrisk detection and automation,
and all the noise fromconsulting into precise insights
.
And why are you the guy to workwith?
Yeah, I have unique backgroundthat's at the intersection of AI
, life sciences and privateequity and, based on my
experience and deep operationaland strategic expertise from
(01:33):
industry and also in managementconsulting, I believe I build
and bring the right tools forthe needs of the current market
and we're looking into a lot ofinnovative opportunities that
will make life easier and alsodrive value for both patients
and investors.
Speaker 1 (01:51):
Along your way.
Like I say, you've had quite aninteresting career in AI and
consulting what's kind of beenthe biggest tie you've had to
cut to find success.
Speaker 2 (02:00):
Well, I would say, on the personal side, it starts
there with my entrepreneurialjourney.
I think I went into this yearwanting to stop overanalyzing.
I had this chronicoverpreparation syndrome and the
idea that I needed every singledetail figured out before
moving and in reality I thinkthat was just some fear hiding
behind some perfectionism hidingbehind some perfectionism.
(02:26):
And so I let go of that mindsetto be overanalyzing.
I just want to move at founderspeed, with real clarity, and,
of course, in the business sidethat also meant cutting the ties
to some of the professionalorganizations that I had before,
so leaving the big corporateworld behind, in a sense, and
creating my own path and reallydriving my own accountability,
learning business developmentand sales, and creating the
relationships around somethingthat's truly innovative.
(02:47):
And that's where I am now.
Speaker 1 (02:49):
Any fear, like you say, any procrastination,
perfectionism, is always rootedin a fear.
Specifically, what fear did youhave?
Speaker 2 (02:58):
Yeah, I mean, perfection is tricky and I think
the reality is that you don'tnecessarily need to have every
single detail figured out.
Sometimes the 80-20 rule reallydoes apply and it's better just
to move quickly.
So instead of having everydetail mapped out, sometimes
it's better just to talk to thecustomer and understand their
(03:18):
perspective and help that.
Let that guide your pathforward and go to market
strategy, and so let that beevidence-based as opposed to
completely strategic in nature.
Speaker 1 (03:29):
Yeah, I mean fair to say, like sometimes that fear is
the perception of othersthinking that you don't, you're
not smart, or you don't have it,or you're, you're, you're an
imposter, like, does that kindof sit behind that perfectionism
and that procrastination pieceto move forward?
Speaker 2 (03:42):
Yeah, absolutely.
And the first step is awareness.
If you can even take that timeto reflect and know your own
values and face in the mirrorwhat that obstacle is and try to
understand what yourdeep-seated emotional block is
there, once you face it, you canunleash tremendous power and
momentum behind what you'retrying to build, or your goal or
(04:04):
your purpose.
So I think that's extremelyimportant for you to cut that
tie, whether it's, as Imentioned, specific details in
the product that you may or maynot have complete clarity over,
or just sales.
For example, I hadn't done somuch sales in my life.
I was previously an engineerand then got into business
development from the managementconsulting side, but on the
(04:26):
software development side,really talking to customers,
making sure it's not justprojecting a fear, but really
understanding what you want andwhat you need to succeed and
going after it.
And let the fear go away.
And once you inhabit theconfidence that you need to
pursue your business, a lot ofgood things start happening.
Speaker 1 (04:46):
So I think that's an important reflection moment is
that the fear is notprocrastination, perfection.
The fear is someone'sperception of you and when you
take that fear and turn it fromsomething that limits you into
something that fuels you, nowyou got something.
Now we're cooking with gas, soto speak.
All right, and it's a learningopportunity.
So you can always improve.
It is and you look at that fearas a learning opportunity to
(05:07):
remind you of what it is.
But if you can say it out loud,I'm afraid that someone's going
to think I'm stupid or whateverit is.
You're on your path.
Describe the moment thatshifted your perspective, that
kind of set you on that path tocut the tie, sure.
Speaker 2 (05:22):
Well, working in management, consulting and being
on these diligence calls with aprivate equity firm managing a
biotech portfolio, I think itbecame very obvious to me that
things could be improved.
So every deal required monthsof consulting works and these
firms are spending hundreds ofthousand dollars in prep costs.
And it was just to even decideif a company was close to being
(05:45):
exit ready.
And that's when I think itclicked for me and that these
customers or these clients don'tneed necessarily a dashboard,
but they needed real AIinfrastructure that could handle
this task.
You know, start structuringunstructured data and clean and
score and package the whole dealat scale.
(06:05):
And that's really the momentthat helped me reframe my entire
approach that the largecompanies, the big firms, were
not going to be the innovatorshere, but it was really a moment
for me where I decided I neededto lead and build.
Speaker 1 (06:21):
Yeah, I could see your.
I mean, the analogy I'd usewould be those firms that you're
working for, the managementconsulting.
They're running the fullmarathon as fast as they can and
they've trained well to do it.
What you're offering to them,what you could be as an asset,
is someone who can run 25 milesof that marathon in seconds, and
then they can take it the lastmile with the client and they
(06:42):
could do it faster and have morecompetitiveness.
And I don't know what yourmarket is or how you're
targeting it quite yet, but thatsounds like selling to the
management consulting firm atechnology that does.
This is the place to be,because that does move faster.
Speaker 2 (06:53):
Yeah, and I I mean I see different types of customers
, one being the private equityfirms as top use use case and
the decision makers there.
But certainly consultants whoare driving that work for their
own clients surely could benefitfrom this and I don't think
it's in their interest todevelop these tools quite yet as
it would cannibalize their ownbusiness, but surely they could
(07:14):
be strategic partners with usand help on execution, support
and strategic projects that gobeyond just looking at the
bottom line but really involveoperation strategy or
transformation work.
So certainly there areopportunities to collaborate.
Speaker 1 (07:29):
Yeah, yeah.
What's been the impact sincekind of cutting the tie?
Speaker 2 (07:33):
Yeah, so cutting the tie to the perfectionism that I
talked about, and I think whatit has unlocked essentially is
more speed and momentum.
So, personally, I think I'vebecome more decisive as a leader
and professionally.
I stopped waiting forvalidation or for opportunities
to come to me at the firm and Ireally started operating with
(07:53):
more discipline and conviction.
I brought a lot of structureinto my life and that, I think,
helps unlock more actions andalso very focused glide path
towards my go-to market strategy.
And, yeah, I think ourmessaging has also gotten
sharper.
So our investor materials aregetting tighter and we're really
(08:15):
trying to generate realtraction in the market now.
So I think I'm on the waytowards understanding the true
post-problem validation now andreally working with our earliest
design partners onunderstanding their needs and
catering to them for customsolutions, but also building
something that scales.
Speaker 1 (08:35):
Yeah, the perfectionist that learns to let
go becomes a very good, verylethal weapon in creating
content and other materials.
Because it's pretty damn goodand they just don't realize it
was perfect for somebody else.
Even their 80% was way pastwhat most people go to.
So good for you that you'reseeing the benefit of that and
speed.
What's the lesson you give yourlisteners?
Oh sorry, go ahead, go ahead.
Speaker 2 (08:55):
Yeah, I just wanted to make it very clear, like,
what I'm trying to deliver iswhat used to cost hundreds of
thousands of dollars in theconsulting model and it would
take months to deliver this.
I'm trying to automate thatentire process and actually
generate real-time insights fora fraction of the cost.
So I think it's an excitingopportunity, and especially in
life sciences, where there's theopportunity to bring therapies
(09:18):
and diagnostics to market fasterand shorten the deal cycle.
I think there's going to be theopportunity to have real impact
for patients, as I said, butalso to bring institutional
level diligence to smallerbusinesses that may have never
had access to that.
So I think there's a realpossibility to improve the whole
(09:40):
private markets.
Speaker 1 (09:41):
Great, I love the vision of it.
What's the lesson for thelistener?
It's great.
Speaker 2 (09:47):
I love the vision of it.
What's the lesson for thelistener?
Yeah, don't wait for your fullvision to be ready.
I think, like mine, it'sevolving over time.
So have speed, assisted withstructure, and let that assist
your brilliance.
Okay, so anchor in your haveclarification, but then move
quickly, and so I think myexecution model is really a form
(10:07):
of truth for me, if that makessense and you'll find your
market faster by building withthat momentum rather than just
theorizing in a vacuum.
Speaker 1 (10:17):
Yeah, I love that.
Some rapid fire questions Areyou ready?
Yes, let's do it.
Okay, who gives you inspiration?
Speaker 2 (10:23):
Yes, let's do it, okay.
Who gives you inspiration?
Oh, I would say my parents.
Just the way that they raisedtheir children with grace, with
hard work and faith.
They showed me that the legacythat they're building is built
every single day, and it's notjust declared with no
expectations.
It's something that hard workdelivers.
Speaker 1 (10:45):
That's beautiful.
I hope my kids say that aboutme one day.
What's the best advice you'veever received?
Speaker 2 (10:52):
I would say I was talking to a Bain Company mentor
that I had and he really askedme to think about systems as
opposed to just storytelling,because the stories can fade,
but systems and infrastructurecan stand the test of time and
truly win.
So build infrastructure, notjust narratives.
Speaker 1 (11:12):
And I think if you combine those two, by the way,
then you have it.
If you can say here's the storyand it was built upon this, and
here's another story, differentone, also built upon this.
That's when it becomesincredibly lethal.
In the sales piece it's like oh, I want that, I want to be a
story, so what's that?
One must read book.
Speaker 2 (11:33):
For me recently it was Principles by Ray Dalio, I
would say for my contextbuilding truth and transparency
and a scalable way to enhancetrust in any system, especially
startups.
That was my biggest takeaway.
Speaker 1 (11:47):
That's great.
You're deep in the AI world.
What's your favorite technology?
Speaker 2 (11:51):
Besides Veatch AI, which I think is the future for
capital efficiency.
Speaker 1 (11:54):
That's a fair answer right yeah.
Speaker 2 (11:56):
But outside of that we love what OpenAI is doing
with their agentic framework, solike autogen, so how AIs will
work work in teams, not justsolo capacity and I'm fascinated
by the swarm and agentic spaceand coordination for objectives
at the society level.
I think it's going to befascinating, and recently I was
(12:17):
playing around with googlenotebooks lm and just the way it
can just generate thesepodcasts and audio overviews
from large text it.
It's really fun.
Speaker 1 (12:26):
So yeah, yeah.
It's like as a podcaster, I'mlike even this is going to go
away, actually.
So it's crazy.
If you had to start over, whenwould you do that and what would
you do differently?
Speaker 2 (12:38):
Wow, yeah.
Well, I don't have any regrets,but I would say I would talk
less and build more and justkeep testing, iterate over and
over and talk to customers.
And yeah, I think that's thebiggest fear that investors have
for previous consultants, thatthere'll be all strategy and no
implementation or action.
(12:58):
So that's the one thing I wantto prove wrong.
And yeah, I think the earlymomentum matters more than the
polished theory, and so highquality, fast execution.
Speaker 1 (13:12):
Yeah, If there's a question I should have asked you
today, but didn't.
What is that question and howdo you answer it?
Speaker 2 (13:20):
So what's driving me to build VHAI, to build my
current venture?
I truly believe that capitalnow is like energy and it
actually has the power to healor to harm us.
And you know, I think I'veevolved in that thinking from
being a bioengineer and tospending more time in business.
(13:40):
I think when capital movesefficiently, with integrity, it
can truly fuel innovation.
And a lot of times in the pastwe haven't had that truth.
And now, with AI, we're at thisability to enhance our insights
or extract insights veryquickly, and our execution
models should be aligned to thatintelligence.
(14:03):
So, and especially in lifesciences.
So today, I think much ofprivate capital is stuck in
these outdated systems,literally running manual
diligences at the big four likeit's still early 2000s, so like
nothing has changed in 20 yearsand I'm building VJI to change
that, so that diligence doesn'tslow down progress but actually
accelerates it and offersclarity.
(14:25):
And ultimately, I think it'sabout making that invisible
visible, so bubbling up thoseinsights or risks and
opportunities and letting thecapital flow to the right teams
and at the right time.
Speaker 1 (14:38):
I love that.
Shameless plug time for you, bythe way, and I so appreciate
Alexander.
You always come in on there.
Alex, I call you Alexanderbecause my daughter's Alexandra,
so I feel compelled to say yourfull name anyway.
Probably won't make the editfor yeah On my emails.
Speaker 2 (14:51):
I think both names are always there, but I'm very
approachable, you know, and I dohave other creative pursuits,
but I love to keep the formaledge, of course, and it keeps me
in check of course, and itkeeps me in check.
Speaker 1 (15:06):
So yes, Let me ask you the question again for edit
purposes.
Speaker 2 (15:12):
Shameless plug for you.
Who should get ahold of you andhow do they do that?
Sure Well, I would love to talkto investors in the space who
are looking to enhance theirdeal analytics and want to bring
in AI long-term, and so VeatchAI is really created with that
audience in mind, and on myLinkedIn you can find me at Alex
Veatch or Alexander Veatch.
So yeah, please reach out.
(15:33):
If you're a private equity orventure capital operator or
secondaries buyer or M&A advisorworking on life science deals,
or any founder or investor juststruggling with unstructured
diligence data, so we're reallyexcited to bring on some firms
even at no cost, with earlyaccess for VHAI.
(15:53):
And if you're in a diligenceheavy transactions right now and
want to reduce your prep timeand increase your accuracy, I'd
really love to hear from you.
Speaker 1 (16:03):
Love it.
Thank you so much for coming onout today.
All right, thanks so much forhaving me.
Always great.
I think everyone who's beenlistening and watching to this
point here you know.
One call to action is well,first of all, go cut a tie to
something holding you back, butthen hit that follow button on
Apple or Spotify and if you're aYouTuber, hit the subscribe.
Thanks for listening.
Get out there.
Go cut the tie to anythingholding you back from.
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