In May 2015, The New Yorker printed a profile of the Silicon Valley investor Marc Andreessen. In it, author Tad Friend joined Andreessen in his front room to observe an episode of Halt & Catch Fire, the AMC drama chronicling the rise of non-public computing within the early 1980s. The scene offered an intimate window into the billionaire’s house life. Friend described a powder room rest room so opulent it wasn’t instantly clear easy methods to flush it; the rooms have been grand to accommodate Andreessen’s gigantic presence. Friend chronicled the endearing flourish with which the investor’s spouse offered dinner—omelettes and Thai salads for 2, served on Costco TV trays. Andreessen’s obsession with a punk software program prodigy make clear his self-conception as a person aligned with the trade’s outsiders.
There was one presence Friend didn’t doc. That could be Margit Wennmachers, who spent the night tucked on the sofa throughout from Andreessen and his spouse.
An working accomplice at Andreessen Horowitz, Wennmachers is among the many most expert spin masters in Silicon Valley. She has a sixth sense for communications technique, which has helped her educate the world concerning the revolution expertise is powering. She is aware of easy methods to create the memorable scene that can form a narrative. She understands easy methods to get forward of dangerous information that’s about to interrupt and when to push startup founders to take accountability for his or her actions. She returns almost each name inside 30 minutes, be it from a blogger, portfolio firm CEO, or New York Times reporter. Over the previous two and a half many years, Wennmachers, 53, has labored with, suggested, or damaged bread with almost everybody who has endeavored to construct—or write about—a startup. “She’s like the router at the center of the industry,” Andreessen says.
In some ways Wennmachers is an architect of Andreessen Horowitz, the celebrated funding agency that has backed tons of of startups, together with Facebook, Airbnb, and Twitter. Or, at the least, she’s the architect of what the agency seems to be—and her presence has left an indelible imprint on the tons of of companies which have come into contact with the agency. Because of her, Silicon Valley seems very completely different than it did even a decade in the past.
Over the previous two and a half many years, Wennmachers has labored
with, suggested, or damaged bread with almost everybody who has endeavored
to construct a startup.
We’re all aware of Silicon Valley’s mythological picture of the tech founder: good, nerdy, eccentric, well-meaning. What you don’t know is that, extra than simply about anybody else in tech, Wennmachers is the individual liable for harnessing that prototype to construct the legend of Silicon Valley. Before Andreessen Horowitz launched in the summertime of 2009, most enterprise capital corporations believed that no press was good press. They remained lean, behind-the-scenes outfits and gained offers due to their back-room reputations. Wennmachers helped put the agency on the map by pushing its founders, Andreessen and Ben Horowitz, to embrace the press and by serving to the businesses of their portfolio articulate their concepts publicly. In the years that adopted, many corporations emulated Andreessen Horowitz’s technique, hiring advertising and marketing and communications leads. As a journalist, I’d typically get the decision: “Hey, we’re trying to hire a Margit. Do you know anyone?”
Yet it’s the character of the communications function that we hardly ever hear a lot concerning the individuals who maintain it: The greatest communicators, by definition, go unnoticed. They’re the invisible third individual in each interview. It was Wennmachers who coaxed a reticent Andreessen into taking part in Friend’s story as a result of she believed it could be good for the agency. It was Wennmachers who arrange most of Friend’s interviews and sat by means of all of them. When Friend felt he wanted to see extra of Andreessen, Wennmachers come across the thought of a TV-watching dinner date, appropriately suspecting the scene could be simply bizarre sufficient to ensure inclusion and that Andreessen would come off precisely as she hoped: a relatable visionary who identifies with oddball hackers and who, when he isn’t predicting the way forward for computer systems, is watching TV exhibits about individuals who predict the way forward for computer systems.
For years Wennmachers has quietly superior a story that has formed how the world sees Silicon Valley and the way the Valley perceives itself—as a gaggle of brainy outcasts upending the bounds of the established order. But because the Valley’s tinkerers grow to be trade titans, that picture is altering. In the wake of the 2016 elections, the trade’s largest firms have suffered a backlash. From nearly each political perspective, they’ve been criticized as profit-mongering, irresponsible, privacy-invading, and out-of-touch. In the wake of that backlash, tech is now attempting to come back to phrases with the impression of the instruments it has launched and to handle the wealth it has created. This presents Wennmachers with a brand new and important problem: crafting a revamped picture of the techie of the long run, one which embraces the good accountability that arrives with newfound nice energy.
One afternoon final October, I meet Wennmachers on the Battery, a tony personal social membership in downtown San Francisco. It had been a busy day. She’d had jury responsibility however wasn’t chosen, which left her time to satisfy up with a tech government. The pair hadn’t met earlier than in individual, however a couple of days earlier she’d helped him by means of an emergency. A buddy, not an in depth buddy, had referred to as Wennmachers with an pressing request, saying the person was “about to get skewered by The Journal.” She’d spent 4 hours serving to out over the telephone, after which she met him for a espresso as a result of she’d been sprung from jury responsibility. When you work together with a stranger at a weak second, a sure closeness is shaped, she tells me. “It’s like, ‘I feel like I should give you a hug,’” she says.
The man wasn’t a part of her agency, and even linked to considered one of its portfolio firms. But he could possibly be essential at some point. Maybe Apple will purchase his firm, and he or she’d have a buddy at Apple. Maybe he’ll begin a brand new firm and are available to Andreessen for funding. She calls folks like this man “the outside nodes of the network,” and considers them strategic relationships that reach her attain. “It’s not altruism—it just really works,” Wennmachers says. Spending massive quantities of time making use of her superpower to the issues of individuals she doesn’t know is a deliberate transfer to nurture her most essential asset: her social community.
In Wennmachers’ view, communications rests on a single selection: One performs offense or protection. Defense, in fact, is desk stakes. It have to be accomplished. But, typically, one of the simplest ways to defend oneself on the earth of concepts is to form these concepts, to writer them. To play offense.
Consider, for instance, Andreessen Horowitz’s funding in Skype. This was again in 2009, just some months after the agency had launched, when Andreessen and Horowitz have been nonetheless working to construct a model with which they might compete alongside top-tier corporations like Sequoia and Benchmark for offers. The personal fairness large Silver Lake Partners led the Skype deal, which then valued the corporate at $2.75 billion.
At the time, Skype was a large number—a robust model with a dud enterprise that had spun by means of six CEOs. It was an advanced deal, and Andreessen Horowitz wasn’t even the lead investor; the agency had ponied up simply $50 million of the $1.9 billion the group had invested in alternate for a majority stake within the service. Still, many individuals questioned the deal’s rationale. Then, 18 months later, Microsoft purchased Skype for $eight.5 billion, netting the younger agency a big revenue. Wennmachers knew Microsoft would announce the cope with a press launch earlier than the markets opened on the East Coast. Reporters would write their tales, and no matter narrative they pieced collectively from the discharge would form the best way folks understood the deal.
For years Wennmachers has quietly superior a story that has
formed how the world sees Silicon Valley and the way the Valley
Wennmachers noticed a chance to set the narrative. So she requested Andreessen to point out up on the workplace by 5 am on the morning the information was set to interrupt. Sometime round four am on that Tuesday, as she was dashing down the 101, touring from her San Francisco house, she seen a police officer trailing her Mini Cooper. “When the lights go on, I was like, ‘Shit,’” she says, waving her arms and shaking her palms on the reminiscence. “I was like, ‘Sir, I need to be in the office before the markets open.’” The cop let her off. That morning, a colleague labored her manner down a name record, phoning reporters to provide them a heads up concerning the deal and provide up 10-minute interviews. In a room close by, Wennmachers linked them to Andreessen, who repeated his speaking factors on why the deal was proof of what Skype might finally be.
As the tales started to emerge, Wennmachers knew that her early-morning ways had paid off. TechCrunch featured Andreessen within the headline. The New York Times quoted him. “Brand is hard to measure. Really, it’s impossible,” she says. “But 80 percent of the press coverage about the deal was about the investors, and they mentioned us and had the framing we wanted.” Wennmachers had used the information occasion to construct the agency’s repute. Success.
Long earlier than she joined Andreessen Horowitz, most tech journalists already knew Wennmachers. Along with Caryn Marooney, she’d cofounded OutCast, a public relations agency that has launched waves of startups for the reason that late 1990s. OutCast had a repute for its high-caliber consumer record. As a younger tech reporter, I knew name from OutCast meant an organization was on the verge of breaking out, and I might do nicely to take the assembly.
Wennmachers’ potential to advocate skillfully for herself and others had begun a lot earlier in her life. The daughter of a mushroom farmer who later pivoted to elevating pigs, Wennmachers grew up in a tiny German village, the youngest of 4 youngsters. When she was 18, her mom died in a automotive accident. Soon after, she left her hometown. She studied enterprise and languages, and on college breaks she’d escape to Cologne to stick with her sister and work temp jobs. In one early task, she formed steel into components at a manufacturing facility. She lasted simply lengthy sufficient to determine that manufacturing facility life wasn’t for her. Shortly after ending college, she landed in Cologne, the place she stumbled right into a job at a tech firm. By the time she was 24 she was working the advertising and marketing division of Ardent Computer’s German area.
That’s how Wennmachers received to the United States. It was 1991 and he or she’d transferred to the Bay Area together with the person to whom, for a short while, she’d be married. All round her, web companies have been sprouting up. “My first husband was a computer programmer. He wrote the 3-D modeling software. He taught me some C++,” she says, which was useful. “You need to have some entry into the world to really appreciate what is even happening.”
Ardent finally failed. After a yr of job looking, Wennmachers tripped into communications. She landed a gig as an assistant at a small comms company after which adopted a colleague to Blanc & Otus, the place she realized the ins and outs of public relations and met Marooney (amongst different issues, the pair helped IBM handle its 1996 Atlanta Olympics sponsorship). By 1997, Wennmachers had talked Marooney into beginning a brand new company.
Unlike many others, Wennmachers and Marooney didn’t title their firm after themselves. They wished to keep away from a scenario during which a needy consumer insisted on chatting with the named accomplice, aka “the important person,” to get work accomplished. They deliberated over a reputation they’d provide you with with journalists on the Demo Conference, a watering gap for early Valley web varieties. People had every kind of opinions, however they didn’t cease speaking about it. “We just looked at each other and it was like, ‘You know what? It’s something memorable. We’re sticking with it,’” Wennmachers says. Indeed, the title was an outline of the forged of characters Wennmachers and Marooney sought to signify: the nerds who’d eschewed legislation or med college in favor of a hacking tradition. Outcasts.
The early OutCast days have been scrappy—the pair ran the company from Marooney’s spare bed room in Berkeley, alternating with Wennmachers’ kitchen desk in San Francisco’s Cow Hollow neighborhood. Marooney’s aged canine saved them firm they usually drank lukewarm espresso all day. Their first consumer was a startup that made on-line expense report software program, Extensity, “which was probably the least interesting thing on the freaking planet,” Wennmacher says. It had been backed by Kleiner Perkins’ particular fund for java startups, and the duo satisfied John Doerr to seem at an occasion with Sun Microsystems founder Scott McNealy, an outspoken advocate for the pc language; they have been set to call their high 10 java startups. The marquee names appealed and journalists confirmed as much as cowl it. Not lengthy after, Wennmachers and Marooney signed a renegade enterprise software program startup, which grew to become their first breakout hit. The firm was referred to as Salesforce.
The title was an outline of the forged of characters Wennmachers and
Marooney sought to signify: Outcasts.
As a duo, Marooney and Wennmachers had complementary abilities. Wennmachers was direct; Marooney might assist somebody come to an thought so skillfully they’d imagine it was their very own. “People would joke that Margit is the smart one and I’m the nice one,” Marooney says. ”And we’d joke that I’m not that good, and he or she’s not that sensible.”
Over the last decade that adopted, they navigated two recessions during which they needed to make layoffs. It sucked. But they centered closely on constructing a tradition. They fired shoppers who didn’t perceive that their work was central and precious to a startup’s technique, even when it meant turning down income. After OutCast’s 2005 sale to the UK-based Next Fifteen Communications for $10 million, Wennmachers and Marooney stayed on for a number of years. The work was attention-grabbing; they have been representing Amazon, Facebook, Etsy, and lots of the most central firms within the enterprise. Through these two ladies’s trajectories, OutCast has constructed what tech is at present. If Wennmachers landed probably the most influential advertising and marketing jobs in tech, Marooney snagged one other: Today, she is Facebook’s world head of communications.
The rise of Andreessen Horowitz corresponds—not coincidentally—with the emergence of a brand new technology of tech entrepreneurs. The picture of the geeky founder was altering, and so have been the enterprise dynamics of startups. The value of the expertise wanted to launch a digital enterprise had plummeted—the instruments have been within the cloud now—and each teenager with a laptop computer was a possible CEO. That shift despatched a rush of younger expertise into the valley, a lot of them dreaming that they could be the following Zuckerberg. They weren’t content material with the outdated mannequin that VCs had insisted on with earlier generations: Once a enterprise received large enough, the founders wanted to be eased out to make manner for “grownups,” skilled managers with name-brand MBAs and expertise.
From the start of their collaboration, Wennmachers helped Andreessen and Horowitz develop and promote that Zuckerberg promise. She by no means deliberate on becoming a member of them; initially, they employed her by means of Outcast. That was 2008, and collectively they come across a one-two punch of a launch technique. Andreessen agreed to a Charlie Rose interview, and on the finish, dropped that he was “thinking of starting something.” It wasn’t technically promoting, which is completely not allowed for a fund, however nonetheless, he signaled to buyers that he was taking cash. Several months later, as soon as the pair succeeded in elevating $300 million, Wennmachers brokered a Fortune cowl story to announce its launch, following it up with a mainstage look at Fortune’s annual tech confab. For tech, it was the equal of an opera singer debuting on the Met.
Within the yr, Andreessen and Horowitz employed her as an working accomplice, a task during which she helps the agency revenue from their investments. “She was probably the hardest person to recruit,” Andreessen says. “We just said, ‘Look, would you consider coming over full time?’ And we got one of those looks that you’re probably familiar with.” (I’m. It’s an extended fastened stare, poker face, you’re-not-serious-here-change-your-mind sort of look.) Wennmachers had little incentive to go away a plumb function that allowed her to work together with so a lot of tech’s most promising startups at their most strategically difficult moments.
For tech, it was the equal of an opera singer debuting on the Met.
But Andreessen and Horowitz weren’t in search of a PR individual to shine the most effective mild on their funding choices. They noticed a gap for somebody to step in and tie the disparate tales within the basket of startups right into a cohesive narrative about tech’s broader impression on enterprise, Andreessen says. In the method, they’d be placing out “the bat sign that in the event you’re an engineer or an entrepreneur attempting to construct one thing essentially new we would like you to come back to us—as a result of we are the individuals who perceive these items.” If their plan labored, Andreessen Horowitz would set the agenda for tech’s future. The thought appealed to Wennmachers sufficient that she joined.
Wennmachers’ fundamental job is to advance the bigger ambitions of the agency itself, however typically that features serving to portfolio firms. The Lean Startup’s Eric Ries calls her “a secret weapon.” Andreessen Horowitz is a enterprise investor in Ries’s startup, Longterm Stock Exchange, which is making an attempt to construct a brand new inventory alternate that creates incentives for long-term considering. It’s a tough undertaking to elucidate to folks. Ries had all the time considered that as a legal responsibility, however when he ran it by Wennmachers, who’s an official advisor to his firm and attends board conferences, she reframed it. “She said, ‘That’s not a liability. It’s an opportunity,’” he remembers.
She’s notably good when issues get exhausting. “Her advice has always been transparency and honesty—just tell the story, warts and all,” Ries says. Around Andreessen Horowitz, Wennmachers is understood for a code—she inserts it in electronic mail topic traces—that serves as an inside panic button. She makes use of it, on common, each couple of months. An electronic mail arrives with the topic 4B. It’s a cheeky reference to the concept that plans 1 by means of three didn’t work, and neither did plan 4A, so it’s time to resort to 4B. “It’s where something has really gone sideways, usually in a company, where we feel like we have to weigh in,” Andreessen says. “Zenefits is a classic example,” he says, referring to the human sources startup and its founder, Parker Conrad, who grew to become embroiled in a large scandal involving fraud two years in the past.
Wennmachers has a technique for coping with any catastrophe, which she discusses at size in an Andreessen Horowitz podcast, “Crisis Communications.” First, resolve what occurred. You hardly ever comprehend it instantly, so take the time to do the digging. Second, talk about it transparently. Don’t lie. Don’t take too lengthy. If it takes some time to analyze the scenario, inform everybody that! Tell everybody every thing you possibly can! Third, perceive communications disaster will not be a PR downside—it’s a enterprise downside. Use the catastrophe to handle the issue.
Controlling the message of tech has grow to be each simpler and tougher. In the early days, Wennmachers wanted to hustle to place the agency’s founders on the middle of tech conversations, which regularly occurred within the pages of a brief record of respected publications. Yes, Andreessen Horowitz had a weblog, however its strongest concepts have been conveyed by the normal press. Consider Andreessen’s iconic August 2011 missive saying that “software is eating the world,” which grew to become the rallying cry for the technology of tech startups that adopted. It was first printed as an op-ed in The Wall Street Journal.
That media ecosystem has now been upended and the trail to success has modified. Wennmachers’ potential to push out a story now not is determined by having an editor’s ear. Andreessen Horowitz can advance its personal editorial concepts by means of weblog posts, podcasts, social media, and a newly launched YouTube channel impartial of the media, connecting instantly with folks beginning or constructing firms.
Its founders write frequent weblog posts, they usually have entry to sufficient social channels that they now not want a Wall Street Journal to push out their perspective. A former WIRED editor produces a daily podcast that’s downloaded and listened to by a large viewers of aspiring founders, enterprise folks, policymakers, and tech fans. “The running joke of the firm is that we’re a media company that monetizes through venture capital,” Andreessen says. It’s a joke, but in addition an inevitable evolution of Wennmachers’ function—during which a communications lead begins to look far more like a media tycoon.
Recently, because the trade has grappled with its speedy ascendance, the Valley’s tales have taken a unique kind. Who will get to construct and run tech firms? The reply appeared straightforward till Ellen Pao jumpstarted a painful reckoning along with her sexual harassment go well with in opposition to Kleiner Perkins. How ought to these firms be run? As executives at startups like Theranos, Andreessen-backed Zenefits, and Uber are newly uncovered for malfeasance, it’s robust to content material with all of the issues that went unquestioned. Have we given the most important of those firms—Facebook, Google, Amazon—an excessive amount of energy, and is it too late to control them?
Andreessen Horowitz can advance its personal editorial concepts by means of weblog
posts, podcasts, social media, and a newly launched YouTube channel.
The very premise on which Wennmacher has primarily based her work—that the geeky outsiders are literally visionaries who’re creating the long run, and ought to be driving enterprise—has come to cross. Or, as Wennmachers places it: “Tech is becoming its own power center.” She holds it up alongside our nation’s different energy facilities, like Wall Street, Washington, and Hollywood. “This tech thing was experimental. Now the companies are big. The revenues are real. Everybody has a smartphone, so they’re on the internet all the time.”
In the face of this, Wennmachers is bolstering the agency’s media technique in an try and grow to be much more related to folks attempting to grasp tech. “The best role for us to play is to explain technology, explain the future, explain how it works, explain the potential implications,” she says. “We just need to double down on it.” By fashioning Andreessen Horowitz because the world’s tech translator, she believes the agency can increase its function as an knowledgeable on all issues Silicon Valley.
Yet the best hazard tech staff face is that they cling to an outdated view of themselves. For the agency to keep up this authority, the Valley itself should evolve. The tropes that Wennmachers helped to style, the concepts that constructed the picture of the heroic founder, should now be reexamined. This requires a extreme and sudden-feeling identification shift.
But it additionally means there’s a gap for a brand new narrative. There’s an opportunity for at the least a few of tech’s execs to forged themselves as stewards and interact in conversations about what we should always do with the issues they’re constructing and the ensuing wealth that’s generated. This is the chance that Andreessen Horowitz’s rising media empire gives: that Wennmacher will provide up a brand new picture for a cohort of tech’s founders—as good and nerdy, sure, but in addition established, inclusive, and fair-minded. That as soon as once more she’s going to set the narrative—a greater one, for this second— and the Valley will align itself round her imaginative and prescient.