That is the number of students you would have to meet every day to meet all of the students at Princeton in one academic year.

How many of the 8,623 students do you think you’ve met? Not like, “said-‘Hi’-on-the-Street-then-never-talked-again”-met or “saw-once-in-class”-met. How many people have you actually had the chance to have a human conversation with?

1%? 5%? Whatever the number is, from this small portion of people there have been a few people that you’ve built unforgettable memories with. …


1. Context: Why AI is the future of SaaS and what you’ll get from reading this essay

2. The Three Differentiation Strategies Unique to AI+SaaS

3. The Five Types of AI-First SaaS Companies

4. But don’t get overly hyped: Why AI does not inherently lead to winner-take-all markets


X-axis: company size (# of employees); Y-axis: # of SaaS products used

US companies have the most sophisticated tech stacks in the world. As companies of all sizes increasingly adopted SaaS, enterprise software of all forms proliferated, thus feeding a virtuous cycle of vendor creation and company adoption. In 2011, marketing technology firm Chiefmartec counted ~150 total vendors who sold technology for advertising, content…


Stories about what AI can do — annihilate us, replace human workers, achieve singularity — have captured the imagination of humanity for decades now. In recent years, we’ve seen more realistic applications come to life: identifying tumors, self-driving cars, etc. There are some that believe AI will yield huge positive boons, others (e.g. Elon Musk) who believe it could be humanity’s greatest threat. But whatever side you take, we all agree on one thing: AI will fundamentally shift change human society forever.

But one thing that isn’t talked about at all is what it won't do. For all of AI’s…

“If I have seen further it is only by standing on the shoulders of giants.” — Isaac Newton

It is a well-known fact that the Chinese SaaS market is 2–3 years behind the US’s, but there’s no doubt that the market inflection point is approaching, fast. As part of my final project for my internship, I am putting together a report on the evolution of SaaS in both the US and China, and I want to begin by analyzing at the most successful SaaS company in history. Salesforce, a US-based, global cloud-services platform, was founded in 1999 by Marc Benioff…

Good afternoon wonderful readers,

I’m really glad to see that Princeton is undergoing an entrepreneurial transformation at the moment. You can just feel it by talking to students — especially freshman and sophomores — that they are eager to build new things. This transformation has long been in the works, and today I am extremely excited to present one of the people that spearheaded the movement, Nikhil Basu Trivedi, President Emeritus of the Princeton Entrepreneurship Club and current Managing Director at Shasta Ventures, an early-stage firm that has raised $1.7 billion since 2004. While at Princeton, Nikhil started Artsy, an…

Photo by Gian Cescon on Unsplash

“How are you doing?”

“How was your day?”

These are the two most common phrases I hear every day. Whenever we encounter people we know, whether it be running into a friend at a coffee shop or meeting up with your significant other, chances are these are the questions that kick-start the conversation.

Typically, the response is “Good, how about yours?” or “Good/Bad, [insert story].” Then, they will ask you the same question, and you will respond in the same format. …

Dear wonderful readers,

Are you interested in the life sciences? Or maybe you’re interested in starting an entrepreneurial project, but don’t know where to start? Then I suggest reading Rohan Shah’s open letter on Alimtas Bioventures, a subteam under the Princeton E-Club that helps faculty members develop their cutting-edge research into scalable businesses. Below is Rohan’s letter on the potential of biotechnology, Alimtas’s vision, and details for students looking to join their team. Enjoy!

Written by: Rohan Shah ‘20

The Alimtas Bioventures Team

In my entrepreneurship class last year, my professor presented a case study on InterMune, a biotechnology company that developed a drug…

Photo by Nik Shuliahin on Unsplash

Last April, I saw a posting for a full-time associate role at a new venture capital fund, founded by two individuals whom I had respected for a long time. I was a freshman at Princeton, but VC is my dream career and I was convinced (and still am) that a college education does not teach you the critical reasoning skills one needs to succeed in VC. So I applied. One of the partners replied and said they were looking for someone more experienced for the role, but were willing to meet me in September to consider me for a future…

Michael Scott, the OG

It’s strange how resistant people are to change. What’s even weirder is that sometimes, the people who are most resistant to change are those who champion it most strongly in others.

Picture the traditional VC firm of the 1960s-early 2000s. Deal flow would primarily come through your network, or if you were lucky enough to work at a sexy brand like Sequoia or KPCB, you could see a lot of inbound deals. Thus, the two things venture capitalists competed on were brand and relationships. The only innovation to the industry during this time were increasing fund sizes.

Then something interesting…

Dear fabulous readers,

I hope everyone is having a great start to their winter break. Family is important!

My goal with this article is to give you a clearer idea of how IB/consulting connects with venture capital, since there are some stigmas and misconceptions surrounding how they intersect. There are two typical paths into venture capital: 1) start and sell a successful company, then join a firm as a GP, or 2) work in consulting/IB for a few years then join a firm. Many VCs who went through path #1 have told me that path #2 doesn’t actually teach you…

Kelvin Yu

CS @ Princeton & Managing Partner @ Prospect Student Ventures. www.kelv.me

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